Business Case Template

Size: px
Start display at page:

Download "Business Case Template"

Transcription

1 Business Case Template Project Name Community MSK Service Review SRO (Sponsor) Clinical responsible officers Financials verified by Peter Crutchfield Chair Dr Ruth O Hare Clinical lead Dr Andy Goodstone Neil Shadbolt Project Start date 6 June 2013 Project completion date 7 December EXECUTIVE SUMMARY This paper sets out a proposal to review community based Musculoskeletal (MSK) services within Central London CCG. It is anticipated that the new service to be provided will have the following objectives: Provide clinical assessment, treatment and clinical leadership within a comprehensive consultant led community service which actively promotes integration with local secondary care providers Provide a single point of access to MSK services Enhance the management of patients within the community, and actively manage the demand for secondary care services ensuring patients access the most appropriate settings of care Ensure the successful completion of packages of care, reducing the number of patients requiring referral for invasive secondary care treatment Provide patient centred direct access MSK physiotherapy in a convenient location Deliver a maximum waiting time of 10 working days from the data of receipt of the referral letter to the first appointment for urgent patients Monitor direct referrals to secondary care and work with acute hospital providers to ensure that non red flags are returned to the GP or sent to the community provider Increase conversion rates from outpatient attendances to surgery through more appropriate referrals to acute hospital providers Provide early assessment and interventions for chronic pain Enhance education around Musculoskeletal conditions for both healthcare professionals and patients Encourage best practice around MSK treatment and condition management Establish effective working relationships with relevant interfacing services e.g. Fit for work Successfully deliver excellent clinical outcomes and a positive patient experience deliver savings in line with QIPP plans Improve patient access to MSK services by establishing a community based service and improve the patient experience through improvement in patient satisfaction Reduce inequalities in access to and outcomes from MSK services Develop measures for service improvement and report outcomes of actions taken as a result, especially around patient experience and clinical outcomes

2 2. DECISION SUMMARY The Board is asked to make the following decisions. 1. To agree procurement of a consultant led multidisciplinary community MSK service (fully integrated with our local secondary care providers) for the ENTIRE NHS Central London CCG geographical area. 3. PROJECT DESCRIPTION The purpose of this review is to define the future of community based musculoskeletal (MSK) services within Central London CCG. Recommendation focuses on procurement of a consultant led multidisciplinary community MSK service which is fully integrated with our local secondary care providers. It is anticipated that the new Multidisciplinary Clinical Assessment and Treatment Service (MCATS) for musculoskeletal conditions will include single point of access, physiotherapy, osteopathy, acupuncture, pain management offering joint injections and patient self-management. It is expected that patients will benefit from innovated practices such as the introduction of patient self-referral, peer group support and access to a health psychologist to improve life management skills. The successful service provider will work closely and build positive relationships with all healthcare providers within the MSK pathway to treat patients in a community based setting. It will aim to meet the health needs of the local population as well as shift unnecessary hospital outpatient attendances to a community setting. It is the intended that through this integrated approach, measurable outcomes will be: Improved access to assessment and treatment for MSK conditions locally Reduction in the number of unnecessary referrals to secondary care outpatient clinics Improved surgical conversion ratio locally Improved quality of MSK services provide in a primary care setting, including general practice Integrated care pathway reflects NICE guidelines Improved patient satisfaction Reduced risk of long term sickness absence and loss of employment for MSK patients Increased levels of satisfaction of service users and fewer complaints The community MSK service will be a consultant led multidisciplinary team including Extended Scope Practitioner, Physiotherapist and Osteopathic input. It will deliver integrated triage and assessment (direct and non direct), disease management and treatment including physiotherapy, osteopathy, join injection therapy and pain management, as well as patient and refer education, all in line with NICE and DH guidance. The community service will introduce new innovative ways of managing MSK conditions especially rheumatology and pain management. It is anticipated that these will have a positive impact on patients and their families in terms of their well-being both in terms of introducing better support networks and reducing dependency on prescribed medication. The service will exclude Red Flags which are to be agreed with the provider and commissioner in line with NICE and the MSK outcomes framework. The community MSK service will provide support, training and advice to GP practices in terms of diagnosis and treatment. Health inequalities will also be addressed with the aim of reducing late presentation, and a reduced likeliness of referral to hospital, elective surgery and unplanned hospital admissions among socially disadvantaged patients. Appendix 1 provides a more detailed overview of the proposed service from the clinical perspective. Page 2 of 16

3 4. CONTEXT 4.1 BROADER STRATEGIC CONTEXT In 2006 the Department of Health published released The Musculoskeletal Services Framework which sets out evidence of best practice and recommends actions for change to improve MSK services nationally. Demand for musculoskeletal services is high: nationally, MSK conditions generally comprise around 30 per cent of all primary care consultations. In terms of expenditure, MSK conditions are the fifth highest are of spend in the NHS. Musculoskeletal (MSK) conditions are common, and are a major cause of ill health, pain and disability. It is estimated that nearly one quarter of adults and around 12,000 children are affected by long standing MSK problems. Musculoskeletal conditions are the most common reason for repeat consultations with a GP. The prevalence of MSK conditions generally rises with age and, since the number and proportion of older people in the population is projected to increase in future, so the number of people with MSK conditions will also rise. There are over 200 MSK conditions affecting millions of people, including arthritis, back pain and osteoporosis. The key conditions included in MSK services are Osteoarthritis Rheumatoid arthritis Osteoporosis Fibromyalgia Spinal/neck pain Ligament injuries Sprains and strains Overuse injuries Chronic pain management The recent Marmot review outlined the economic case for tackling and supporting disability given the increasing proportion of the future working age population who, in the absence or intervention, would be living with a disability. Recent statistics show that MSK is the most commonly reported type of work-related illness. The Westminster JSNA (2012) identifies MSK as a significant cause of disability and Westminster Health and Wellbeing Strategy prioritises worklessness and promoting good health through good quality work, with a specific requirement of commissioners relating to job retention. It should be noted that a recent Government proposal, in response to Health at Work an independent review of sickness absence, recommends the establishment of a health and work assessment and advisory service to make occupational health advice more readily available to employers and employees. The new service will be delivered in 2014 and include: State-funded assessment by occupational health professionals for employees who are off sick for four weeks or more; Signposting to appropriate interventions including Universal Jobmatch, an online jobsearch service for those employees who are able to work, but unlikely to return to their current employer; Case management for those employees with complex needs who require on-going support to enable their return to work It is acknowledged that GPs play a key role in helping an individual back to work; improving education on health and work for healthcare professionals is identified as a key priority. Central London CCG has two service providers for community MSK Services. Healthshare Limited provides a service to eight GP practices located in the South of the borough whilst Central London Community Healthcare covers the rest of the geographical area. Both services offer general MSK intervention such as Physiotherapy and Osteopathy as well as a community musculoskeletal clinical assessment, triage and treatment service. Referrals are triaged with patients being seen and treated within the community service or being referred onto other appropriate services. Following triage, the following options are available: Referral to diagnostics (x-ray, MRI, ultrasound scanning, blood tests) Diagnosis and treatment by an Extended Scope Practitioner (ESP), including prescribing of any Page 3 of 16

4 medication required for two weeks (or such shorter period for a full course of medication as appropriate) and soft tissue and reticular injections Referral to the physiotherapy, osteopath or pain management services provided by the community musculoskeletal clinical assessment, triage and treatment service Referral to the physiotherapy, osteopathy or pain management services provided by the community musculoskeletal clinical assessment, triage and treatment service Referral to other primary care services, for example podiatry Referral back to the GP with advice regarding treatment in general practice Referral to secondary care outpatient services (orthopaedics, rheumatology, pain management) subject to patient choice As stated above, MSK conditions are associated with high expenditure. Table 1 identifies outpatient acute activity over the previous three financial years for NHS Central London CCG. Table 1: NHS Central London CCG Outpatient Activity & Cost All referral sources: SLA providers only Activity Cost Year Speciality name OPFA OPFUP OPPROC OPFA OPFUP OPPROC TRAUMA & ORTHOPAEDICS 4,431 7, , ,306 13,127 1,593, PAIN MANAGEMENT 714 1, , ,904 6, , RHEUMATOLOGY 1,118 4, , ,696 5, ,396 6,263 13, ,281,023 1,526,906 25,270 2,833,199 Year Speciality name OPFA OPFUP OPPROC OPFA OPFUP OPPROC TRAUMA & ORTHOPAEDICS 4,165 7, , ,348 7,752 1,553, PAIN MANAGEMENT 817 1, , ,644 68, , RHEUMATOLOGY 1,086 4, , ,125 6, ,421 6,068 13, ,248,454 1,570,118 83,068 2,901,640 Year Speciality name OPFA OPFUP OPPROC OPFA OPFUP OPPROC TRAUMA & ORTHOPAEDICS 3,935 7, , ,803 12,108 1,434, PAIN MANAGEMENT 744 1, , ,169 44, , RHEUMATOLOGY 893 3, , ,136 14, ,233 5,572 12, ,127,908 1,395,108 71,096 2,594,113 The existing community services have obviously contributed to reducing the dependency on secondary care provision within NHS Central London CCG. However, it is envisaged that more opportunity exists in delivering more services in a community based setting. Table 2 identifies Healthshare activity and cost over the previous two financial years. Table 2: Total Healthshare Activity and Cost for NHS Central London CCG Healthshare Activity during Healthshare Activity during Team Referred To Description April 2011 to March 2012 April 2012 to March 2013 First 2,686 2,707 Follow Up 6,554 6,346 Total 9,240 9,053 Attendance Type Contract 11/12 Contract 12/13 Tariff ( ) Annual Cost ( ) Tariff ( ) Annual Cost ( ) Pain Management Trauma and Orthopaedics Rheumatology USG Injections ,000 10, ,465 17,142 Total Contract Value 290, ,607 Page 4 of 16

5 At inception of the community contract with Healthshare Ltd, a tariff price of was agreed however due to the over activity in year one it was negotiated that the provider would reduce the unit cost for each activity by 5%, to for all attendances with exception of USG injections. Moreover, the contract moved from a cost per case model to a block contract, giving the provider a guaranteed financial income and Westminster PCT financial assurance. Whilst tariff price is clearly shown above, it should be noted that other costs associated with the service are absorbed separately; notably facility management (circa 27,406 representing negotiated position for 2011/12) and EMIS ( 3,847). Facility management includes both premises and administration expenditure. Taking into account these extra costs, tariff price (assuming USG injection tariff remains fixed) increases to Table 3 shows CLCH activity and cost over the same time period. Please note that the contract is historically Westminster PCT; contact value for NHS Central London CCG has been apportioned based on calculated usage which was circa 68.9%, the remainder of which is allocated to QPP and others. The activity represents number of contacts. Table 3: Total CLCH Activity and Cost for NHS Central London CCG Team Referred To Description CLCH contacts during April 2011 to March 2012 CLCH contacts during April 2012 to March 2013 DEFAULT UNKNOWN 3 5 NULL MSK Central Booking Office MSK Classes 0 4 MSK Linnet Outpatients 4,542 4,418 MSK Lisson Grove Outpatients 3,635 3,837 MSK Soho Outpatients 1,404 2,002 MSK Spinal ESP MSK Stowe Class 1, MSK Stowe Lower Limb ESP MSK Stowe Outpatients 7,913 7,498 MSK Upper Limb ESP Total 20,606 20,316 CLCH Service - Westminster PCT Contract 11/12 Contract 12/13 - MSK pathways 500, ,602 Musculo-Skeletal Physiotherapy 786, ,161 1,287,627 1,245,763 CLCH Service - NHS CLCCG Contract 11/12 Contract 12/13 - MSK pathways 344, ,724 Musculo-Skeletal Physiotherapy 541, , , ,902 Average cost per contact The following shows expenditure for inpatient admissions over the same period. Page 5 of 16

6 MSK Inpatient Activity: Number of admissions MSK Inpatient Cost Year HRG Sub chapter Daycase Elective ordinary Elective admissions Non Elective admissions Elective admissions Non Elective admissions Regular day admission Non Elective Total admissions Year HRG Sub chapter Daycase Elective ordinary Regular day admission Non Elective Total admission cost 2011/12 Musculoskeletal Disorders /12 Musculoskeletal Disorders 259,552 31, , , /12 Orthopaedic Non-Trauma Procedures /12 Orthopaedic Non-Trauma Procedures 1,216,209 1,768, ,700 3,216, /12 Orthopaedic Reconstruction Procedures /12 Orthopaedic Reconstruction Procedures 11, , , , /12 Orthopaedic Trauma Procedures /12 Orthopaedic Trauma Procedures 90, ,292 1,618,669 1,841, /12 Spinal Surgery and Disorders /12 Spinal Surgery and Disorders 70, , ,483 1,063,399 Grand Total 1, Grand Total 1,648,169 2,469,797 3,395,157 7,513,123 Year HRG Sub chapter Daycase Elective ordinary Elective admissions Non Elective admissions Elective admissions Non Elective admissions Regular day admission Non Elective Total admissions Year HRG Sub chapter Daycase 2012/13 Musculoskeletal Disorders /13 Musculoskeletal Disorders 181,404 18, , , /13 Orthopaedic Non-Trauma Procedures /13 Orthopaedic Non-Trauma Procedures 996,719 1,595, ,423 2,869, /13 Orthopaedic Reconstruction Procedures /13 Orthopaedic Reconstruction Procedures 33, , , , /13 Orthopaedic Trauma Procedures /13 Orthopaedic Trauma Procedures 101, ,704 1,539,204 1,806, /13 Spinal Surgery and Disorders /13 Spinal Surgery and Disorders 55, , , ,028 Grand Total Grand Total 1,369,059 2,449, ,770,443 6,588,890 Elective ordinary Regular day admission Non Elective Total admission cost Activity reduction between 2012/13 and 2011/ Cost change between 2012/13 and 2011/12-924,233 Percentage reduction -9% Percentage reduction -12% Notes: The cost of a regular day admissions is agreed on a local basis between the commissioner and the provider. A zero cost is shown in the table above as we currently don t have a record of all the local costs for each provider. No regular day admissions were recorded during 2011/12, possible change coding. Page 6 of 16

7 4.2 NWL-SPECIFIC CONTEXT The review of community MSK provision is clearly stated within NHS Central London CCG Commissioning Intentions 2013/14 and aligns to our Out of Hospital Strategy which was published in May The strategy covers the period and describes plans to transform delivery of community-based services in order to align with Shaping a Healthier Future, which is the NWL strategy for reconfiguration of hospital services. It is envisaged that mobilisation of a new community MSK service will demonstrate that NHS Central London CCG is improving services for patients in line with the Operating Framework for the NHS in England 2012/13. The improvement to community MSK services for our patients will ensure compliance to the four key themes identified in the Operating Framework; namely: putting patients at the centre of decision making in preparing for an outcomes approach to service delivery, whilst improving dignity and service to patients and meeting essential standards of care; completion of the last year of transition to the new system, building the capacity of emerging clinical commissioning groups (CCGs) and supporting the establishment of Health and Wellbeing Boards so that they become key drivers of improvement across the NHS; increasing the pace on delivery of the quality, innovation, productivity and prevention (QIPP) challenge; and maintaining a strong grip on service and financial performance, including ensuring that the NHS Constitution right to treatment within 18 weeks is met. With respect to Health and Wellbeing Priorities, improving community MSK provision will ensure that services are moved closer to home and a new service will demonstrate adherence to QIPP; Quality patients feeling supported to manage their condition helping people to recover from illness or injury without acute intervention improvement of patient experience Innovation refinement of current service specification to promote innovation development of new ways of working which promotes integration of health services introduction of educational programmes centred around the patient provide access to a health psychologist to improve life management skills Productivity reduce overall MSK expenditure especially centred around rheumatology increase efficiency within a community service to ensure patients are treated quicker and closer to home Improve surgical conversion ratio Prevention Education of patients to manage their condition Early assessment and interventions for chronic pain Improve the quality of assessment and initial diagnosis to reduce the risk of deteriorate Page 7 of 16

8 5. OPTIONS APPRAISAL The following table identifies the options which have been identified following a clinical review of all existing MSK provision within NHS Central London CCG geographical area. Option Description Advantage Disadvantage 1. Do Nothing Service provided by Healthshare Ltd to GP practices in South Locality continues until 6 th December 2013 Continues to meet strategic goals in the short term Healthshare Ltd contract ceases 6 th December 2013 which will impact patients Risk to clinical benefits associated with the service due uncertainty for the future 2. Procurement of a consultant led multidisciplinary community MSK service (fully integrated with our local secondary care providers) for ONLY those practices in the South Locality who have Healthshare Ltd as their current community MSK providers Review and improve current service specification and MSK pathway to reflect current DH and NICE guidelines Single point of access for both acute and community referrals Improvement to patient outcomes Reduce the number of unnecessary referrals to secondary care outpatient trauma and orthopaedic / pain services Commitment to Out of Hospital strategy and community MSK Service is transparent Risk to delivery of QIPP Not having a fully functioning community MSK service in place could potentially add cost pressures on other services and an increase in acute sector usage Transactions costs will need to be identified and absorbed Once procurement starts, stringent timelines will need to be adhered to Participating clinicians and support staff will need to provide commitment during the whole procurement process Multiple providers may cause confusion amongst patients or clinicians Additional advertising costs may need to be identified to promote alternative service providers Continues to meet strategic goals Evaluation process will be scrutinised therefore an impartial evaluation panel Multiple contracts may result in additional contract management costs Page 8 of 16

9 3. Procurement of a consultant led multidisciplinary community MSK service (fully integrated with our local secondary care providers) for the ENTIRE NHS Central London CCG geographical area which will add to the creditability of the tender process Cost savings associated with the reduction in acute activity are realised with expansion and redesign Patients benefit from innovation whether it be increased access or a more holistic service Review and improve current service specification and MSK pathway across entire NHS Central London CCG geographical area to reflect current DH and NICE guidelines Single point of access for both acute and community referrals Improvement to patient outcomes Reduce the number of unnecessary referrals to secondary care outpatient trauma and orthopaedic / pain services Commitment to Out of Hospital strategy and community MSK service is transparent Continues to meet strategic goals Provides an opportunity to increase competition thereby increasing choice Evaluation process will be scrutinised therefore an impartial evaluation panel which will add to the creditability of the tender process Cost savings associated with the reduction in acute activity are realised with expansion Transactions costs will need to be identified and absorbed Costs associated with AQP are potentially higher than those associated with a standard procurement process Once procurement starts, stringent timelines will need to be adhered to Participating clinicians and support staff will need to provide commitment during the whole procurement process Page 9 of 16

10 and redesign Patients benefit from innovation whether it be increased access or a more holistic service Retendering the community MSK service across the entire geographical area will introduce economies of scale for potential bidders which will have a financial benefit for NHS Central London CCG 6. BENEFITS Procurement of a consultant led multidisciplinary community MSK service which is fully integrated with our local secondary care providers will have a number of benefits: Streamline MSK provision within NHS Central London CCG Enhance patient experience and satisfaction Improve education of assessment and treatment Improve community MSK provision Reduce unnecessary hospital attendances Increase effectiveness of care plans Introduce innovation associated with the diagnosis and treatment of MSK conditions Demonstrate financial savings and VFM through a reduction of acute expenditure and introduction of economies of scale for community provision Improve patient well-being and that of their families Benefit realisation will be captured in a number of ways: Regular performance monitoring - community and secondary care settings Patient satisfaction surveys, patient user groups, complaints, etc Reduction in healthcare associated costs (e.g. secondary care, prescribing, etc) Successful interventions with respect to fit for work service reduction in long term sickness In terms of shifting activity from secondary care, it has been identified a community MSK service would impact Rheumatology; financial analysis is shown below. Anecdotal evidence would suggest that other clinical areas (e.g. trauma and orthopaedics) would also benefit but further information would be needed to identify potential savings and therefore have been omitted from this business case. Page 10 of 16

11 RHEUMATOLOGY % Reduction for 13/14 0% Consortium POD Activity Cost Baseline ( Activity Baseline + Demographic factors.4% + Acute 3.0%) Baseline Cost (National Acute Tariff Deflator 1.5%) 2013/14 Reduction Activity 2013/14 Reduction Cost CL CCG OPFA , , OPFU 3, ,136 4, , OPPROC 55 14, , Total 4, ,233 5, , Consortium % Reduction for 14/15 10% Baseline ( Activity Baseline + Demographic factors.4% + Acute 3.0%) Baseline Cost (National Acute Tariff Deflator 1.5%) 2014/15 Reduction Activity 2014/15 Reduction Cost POD OPFA , ,789 CL CCG OPFU 4, , ,295 OPPROC 59 15, ,511 Total 5, , ,595 Consortium % Reduction for 15/16 15% Baseline ( Activity Baseline + Demographic factors.4% + Acute 3.0%) Baseline Cost (National Acute Tariff Deflator 1.5%) 2015/16 Reduction Activity 2015/16 Reduction Cost POD OPFA , ,605 CL CCG OPFU 3, , ,911 OPPROC 55 13, ,073 Total 4, , ,589 Consortium % Reduction for 15/16 15% Baseline ( Activity Baseline + Demographic factors.4% + Acute 3.0%) Baseline Cost (National Acute Tariff Deflator 1.5%) 2016/17 Reduction Activity 2016/17 Reduction Cost POD OPFA , ,303 CL CCG OPFU 3, , ,253 OPPROC 48 12, ,802 Total 4, , ,358 Total Reduction over 3 yrs Consortium POD Activity Cost OPFA ,697 CL CCG OPFU 1, ,459 OPPROC 21 5,386 Total 1, ,542 Page 11 of 16

12 7. REQUIRED INVESTMENT The current expenditure and activity for Musculoskeletal (MSK) conditions are identified in section 4 above. It is acknowledged that the existing community baseline needs to be maintained and, in accordance with our Out of Hospital Strategy, expanded to meet the needs of our local population. The MSK community budget will be maintained in order to deliver a new consultant led multidisciplinary community MSK service and support the procurement process. The total value of community budget is 1,265,000 Procurement support is provided by North West London Commissioning Support Unit; procurement support is part of their core offer. 8. COMMERCIAL A restricted tender process will be undertaken in which potential providers are required to complete a prequalification questionnaire (PQQ) to show that they have sufficient experience and resources to meet the needs of the procurement opportunity. Following evaluation, the Invitation To Tender (ITT) documentation will be issued and leads to evaluation, interview and contract award. Please note that only providers who are short-listed at the PQQ stage will be invited to submit a tender. It is anticipated that the entire process will take between 6 and 9 months. The risks associated with the procurement, contractual negotiations and mobilisation are embedded within Section 9. It should be noted that TUPE is likely to apply The following table sets out a summary of this process and an indicative timetable: Process Start date Closing Date/Completion Governing Body Approval 5 th June 5 th June Completion of procurement PID; agreement of MOI, PQQ & ITT documentation 6 th June 2 nd July MSK Community Service Advert published MOI & PQQ 3 rd July 24 th July PQQ submission 24 th July 24 th July PQQ Evaluation 25 th July 6 th August ITT documents finalised 7 th August 13 th August Invitation to Tender issued Bidder Clarification Stage 14 th August 14 th August 11 th September 12:00pm midday 4 th September 17.00hrs Page 12 of 16

13 Bidder s Day 29 th August 29 th August Tender Evaluation 12 th September 22 nd October Successful Bidder s Presentations and Interviews 8 th October 8 th October Evaluation Panel Final Meeting 22 nd October 22 nd October Prepare and agree ratification and debrief documents 23 rd October 30 th October NHS Central London CCG board approval to award contract 6 th November 6 th November Appointment of preferred bidder 7 th November 7 th November Standstill period 8 th November 18 th November Contract Award and Contract signed 25 th November 25 th November Mobilisation and transition period 26 th November 6 th December New Service Begins 7 th December Appendix 2 provides a more detailed GANTT chart. 9. PROJECT RESOURCING NHS Central London CCG has a dedicated clinical lead for MSK, Dr Andy Goodstone. Procurement support will be provided through North West London Commissioning Support Unit. During the procurement process, NHS Central London CCG will monitor progress through the Programme Delivery Board which is supported by the Transformation Support Team. Following the start of service delivery, North West London Commissioning Support Unit will take responsibility for on-going contract management. 10. STAKEHOLDER ENGAGEMENT Key stakeholders were identified at the start of the clinical review process. These include: NHS Central London CCG GP s Patient representatives from NHS Central London CCG user panel Dr Alan Hakim, Consultant in Rheumatology and Acute Medicine Patient with a chronic MSK condition Current community providers, Healthshare Ltd and CLCH Clinical engagement has taken many forms ranging from individual meetings, written correspondence as well as telephone discussions. Engagement culminated in a stakeholders event was held on 20th May 2013 which invaluable in developing the service specification. Formal public consultation will not be required as there will not be a significant change to service delivery for patients. Page 13 of 16

14 11. GOVERNANCE AND MONITORING Clear governance structures exist within NHS Central London CCG that will oversee development of the new community MSK service. The service specification has been reviewed under the direction of a special interest group led by our clinical MSK lead, Dr Andy Goodstone. Development of the business case has included contributions from finance and information teams, as appropriate. Reporting of the findings and recommendations are presented to the TRG (Transformational Redesign Group) who will: scrutinise and challenge the recommendations ensure recommendations reflect and promote: clinical quality access and safety reduction in health inequalities innovation evidence based practice adhere to NHS Central London CCG objectives Following formal TRG recommendation, Finance and Performance Sub Committee will review the business case before it can obtain final authorisation from the CCG governing body. Once approval has been granted, North West London Commissioning Support Unit will be instructed to start the procurement process. It must be noted that monitoring will be achieved through the Programme Delivery Board and supported by the Transformation Support Team which is an integrated PMO function of the CCG. Monitoring will continue during service mobilisation with the identification of key milestones. It must be noted that the Programme Delivery Board provides strategic and clinically informed leadership to oversee delivery. It will report to the Finance and Performance Sub Committee to whom it is also accountable. Following contract award and the start of service delivery, monitoring will continue via KPI s; these will focus on a number of areas including activity and financial performance, quality, patient satisfaction and improving clinical outcomes. Monitoring of contractual KPI s will be supported by North West London Commissioning Support Unit. It is envisaged that by adopting this approach, NHS Central London CCG will: improve controls and assurance relating to the delivery of the community MSK service identify roles and responsibilities linked to successful delivery provide consistent and intelligent programme and performance management display a greater pace of delivery through consistent application of PMO tools and methodologies and dissemination of lessons learned improve benefits realisation through earlier risk mitigation display ownership and improved governance Page 14 of 16

15 12. RISKS AND RISK MITIGATION Identified Risk Category Mitigating actions Current status Differing timescales for termination of current service providers Contracting Healthshare Ltd currently operates under a standard NHS community contract which will end 6 th December CLCH are subject to a notice period which may not align to the Healthshare Ltd contract date. Where timescales are unavoidable different, work will be undertaken with providers to: Awaiting project approval before instructing North West London Commissioning Support Unit to procure new service and issue termination notice, if appropriate. Investigate contract end alignment Phased mobilisation plan for preferred supplier starting with South locality Ensure minimal impact upon project implementation Monitoring success/ failure Contracting Project status and updates will be reported through the appropriate channels. Monthly monitoring of the contract against planned activity and finance will take place from service commencement date. Internal governance being developed. Lines of reporting from North West London Commissioning Support Unit procurement team to be confirmed. TUPE Contracting TUPE is likely to apply as existing community service. Engage with the current providers and potential bidders in order to communicate. Engage with existing providers to identify staff affected. GP engagement is lost Engagement Ensure continuous dialogue with our member practices through locality meetings and regular bulletins. Dr Andy Goodstone has been appointed as the named clinical lead. Special interest group has been established to engage with stakeholders. Loss of stakeholder engagement Engagement Ensure that there is continuous dialogue with stakeholders via patient user group. Special interest group has been established to engage with stakeholders. Confirmation of financial envelope Finance Confirmation of CLCH budget required due to transfer of Queen Park and Paddington to West London CCG. Finance contacted to determined named lead. Financial model to be tested. Financial envelope to be confirmed by finance lead; will include procurement costs. Lack of financial advice/ input to project Finance Confirmation of a financial lead for the project. Finance contacted to determined named lead. Financial model to be tested. Estate costs Finance Service specification will reflect that any estate cost will be the responsibility of potential bidders. Financial model must reflect potential estate costs in order ensure that the service is sustainable. Page 15 of 16

16 Shift in hospital activity is not achieved Finance Mitigating actions include: Working with the acute providers and Patient Referral Service (PRS) to direct patients into the triage service Changes to acute contract in order to decommission planned activity and introduce contract levers to ensure patients cannot be seen without an assessment via the MSK triage service Promote the service and ensure that regular monitor of GP referral activity Engagement has commenced with stakeholders. Financial model must reflect planned shift in activity. No interested providers Procurement Continuous dialogue with stakeholders and carry out market testing exercise. Dialogue with key stakeholders has commenced. Procurement timescales are delayed Procurement Ensure that the project has a confirmed responsible owner engaged and supporting the project. Dr Andy Goodstone has been appointed as the named clinical lead. Delays to procuring a provider results in service gap Service provision Confirm procurement expertise early on and determine project timescales including contingency planning. Awaiting project approval before confirming North West London Commissioning Support Unit procurement support. There is no adequate space for service delivery Service provision Identifying service delivery model including estates early on in the project planning process. Existing clinics are likely delivery points for a new community service Incentives associated with service delivery and the financial value Service provision Service specification will be developed to ensure incentive targets as SMART. Financial envelope to be confirmed by finance lead; will include procurement costs. 13. OVERALL TIMELINE / SEQUENCE FOR IMPLEMENTATION Under terms and conditions of the existing NHS community contract for Healthshare Ltd, a further extension of the contract is not permitted. The contract will continue until 6th December 2013; section 8 provides an indicative timetable for the procurement and mobilisation of a replacement service. Appendix 2 represents this indicative timetable within a GANTT chart. 14. RECOMMENDATION TO PURSUE The preferred option is to procure a consultant led multidisciplinary community MSK service for the ENTIRE NHS Central London CCG geographical area option 3. There are a number of reasons for this recommendation. From a clinical and patients perspective, one provider delivering community MSK services across NHS Central London CCG will: Provide a consistent and clear pathway Introduce financial savings through improving productivity and efficiencies Reduce unnecessary hospital outpatient appointments into a community setting closer to home Page 16 of 16

Prime Contractor Model King s Fund Nick Boyle Consultant Surgeon 27 March 2014

Prime Contractor Model King s Fund Nick Boyle Consultant Surgeon 27 March 2014 Prime Contractor Model King s Fund Nick Boyle Consultant Surgeon 27 March 2014 Current Referral Route options - Information 1. Horizon Health Choices Horizon Musculoskeletal Triage & Treatment Chronic

More information

Contract Award Recommendation for NCL Direct Access Diagnostics Service Tim Deeprose/Leo Minnion

Contract Award Recommendation for NCL Direct Access Diagnostics Service Tim Deeprose/Leo Minnion Appendix 5.4 MEETING: Haringey Clinical Commissioning Group Governing Body Meeting DATE: Wednesday, 26 March 2014 TITLE: LEAD DIRECTOR/ MANAGER: CLINICAL LEADS AUTHORS: CONTACT DETAILS: Contract Award

More information

NHS CONTRACT FOR COMMUNITY SERVICES SCHEDULE 2 - THE SERVICES

NHS CONTRACT FOR COMMUNITY SERVICES SCHEDULE 2 - THE SERVICES : Service Specification SCHEDULE 2 - THE SERVICES SERVICE SPECIFICATION Service Commissioner Lead Provider Lead Musculoskeletal Clinical Assessment Service Physiotherapy Service NHS Knowsley 5BP NHS Foundation

More information

Musculoskeletal Triage Service

Musculoskeletal Triage Service Musculoskeletal Triage Service Frequently Asked Questions Milton Keynes Clinical Commissioning Group (MK CCG) has published its model for musculoskeletal (MSK) care under the title Vision for MSK. The

More information

Update on NHS Central London CCG QIPP schemes

Update on NHS Central London CCG QIPP schemes Update on NHS Central London CCG QIPP schemes NHS Central London CCG has identified circa 11m for QIPP during 2013/14. Commissioning Intentions approved by the governing body included transformational

More information

GOVERNING BODY MEETING in Public 27 September 2017 Agenda Item 5.2

GOVERNING 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 information

Islington Practice Based Mental Health Care: Roll-out plans and progress

Islington Practice Based Mental Health Care: Roll-out plans and progress Report to: Board of Directors (Public) Paper number: 3.2 Report for: Information Date: 26 th October 2017 Report author/s: Emily van de Pol, Divisional Director, Community Mental Health and Primary Care

More information

Review of Local Enhanced Services

Review of Local Enhanced Services Review of Local Enhanced Services 1. Background and context 1.1 CCGs are required to prepare for the phasing out of LESs by April 2014 by reviewing the existing LES portfolio and developing commissioning

More information

Transforming musculoskeletal (MSK) services

Transforming musculoskeletal (MSK) services Transforming musculoskeletal (MSK) services Dr Tom Aslan Hampstead Group Practice GP and Camden CCG MSK clinical lead Working with the people of Camden to achieve the best health for all Problems with

More information

NHS Bradford Districts CCG Commissioning Intentions 2016/17

NHS Bradford Districts CCG Commissioning Intentions 2016/17 NHS Bradford Districts CCG Commissioning Intentions 2016/17 Introduction This document sets out the high level commissioning intentions of NHS Bradford Districts Clinical Commissioning Group (BDCCG) for

More information

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

Community and Mental Health Services High Level Market Research PROSPECTUS

Community and Mental Health Services High Level Market Research PROSPECTUS and Mental Health Services High Level Market Research PROSPECTUS February 2014 Supporting people in Dorset to lead healthier lives NHS DORSET CLINICAL COMMISSIONING GROUP PROSPECTUS FOR COMMUNITY AND MENTAL

More information

Yorkshire and Humber Integrated Urgent Care: Service Development and Procurement

Yorkshire and Humber Integrated Urgent Care: Service Development and Procurement Yorkshire and Humber Integrated Urgent Care: Service Development and Procurement NHS Hull Clinical Commissioning Group Governing Body Meeting 23 rd March 2018 1. Purpose Integrated Urgent Care (IUC) is

More information

Patient and Public Engagement (PPE) Priorities Paper for the WLCCG Board (December 2012)

Patient and Public Engagement (PPE) Priorities Paper for the WLCCG Board (December 2012) Introduction This paper sets out how the Clinical Commissioning Group will deliver its core aims for PPE and updates members on progress made in the last year. In particular, the CCG Board is asked to

More information

Your Care, Your Future

Your 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 information

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

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

More information

WOLVERHAMPTON CCG. Governing Body Meeting 9 th September 2014

WOLVERHAMPTON CCG. Governing Body Meeting 9 th September 2014 WOLVERHAMPTON CCG Governing Body Meeting 9 th September 2014 ` Agenda item:12 TITLE OF REPORT: REPORT PRESENTED BY: Title of Report: Purpose of Report: Commissioning Committee Summary Kamran Ahmed Update

More information

Reducing Variation in Primary Care Strategy

Reducing Variation in Primary Care Strategy Reducing Variation in Primary Care Strategy September 2014 Page 1 of 14 REDUCING VARIATION IN PRIMARY CARE STRATEGY 1. Introduction The Reducing Variation in Primary Care Strategy should be seen as one

More information

Referral Management Programme Report to the CCG Board

Referral Management Programme Report to the CCG Board Referral Management Programme Report to the CCG Board Emily O Donnell (Wandsworth CCG) 20 August 2015 Version 1. 22.8.2014 1 Executive Summary The Wandsworth CCG Referral Management Programme (RMP) aims

More information

Business Case Advanced Physiotherapy Practitioners in Primary Care

Business 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 information

NHS GRAMPIAN. Local Delivery Plan - Section 2 Elective Care

NHS 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 information

NHS North West London

NHS North West London NHS North West London Shaping a Healthier Future Pre-Consultation Business Case Volume 6 Appendices A1 & A2 Edition: 1 20 June 2012 Page 1 of 29 APPENDIX A1 Programme Governance A.1.1 Key governance principles

More information

Vanguard Programme: Acute Care Collaboration Value Proposition

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

More information

NHS England London Southside 4th Floor 105 Victoria Street London SW1E 6QT. 24 th July Dear Daniel, Fiona and Louise. Re: CCG Annual Assurance

NHS England London Southside 4th Floor 105 Victoria Street London SW1E 6QT. 24 th July Dear Daniel, Fiona and Louise. Re: CCG Annual Assurance NHS England London Southside 4th Floor 105 Victoria Street London SW1E 6QT 24 th July 2014 Dear Daniel, Fiona and Louise Re: CCG Annual Assurance Many thanks for meeting with us on 6 th June 2014 to discuss

More information

Paper G1 BUSINESS CASE. Community Chronic Pain Service

Paper G1 BUSINESS CASE. Community Chronic Pain Service Paper G1 BUSINESS CASE Community Chronic Pain Service 21st October 2015 INSERT TITLE OF BUSINESS CASE BUSINESS CASE 29 October 2015 Paper Page 2 of 33 1.0 Background information 1.1 Project Team Project

More information

A meeting of NHS Bromley CCG Governing Body 21 July 2014

A meeting of NHS Bromley CCG Governing Body 21 July 2014 South East London Sector A meeting of NHS Bromley CCG Governing Body 21 July 2014 SUMMARY: ENCLOSURE 3 PROCUREMENT UPDATE COMMUNITY-BASED GP DIRECT ACCESS PHYSIOTHERAPY SERVICE This report is to update

More information

A meeting of NHS Bromley CCG Governing Body 25 May 2017

A meeting of NHS Bromley CCG Governing Body 25 May 2017 South East London Sector A meeting of NHS Bromley CCG Governing Body 25 May 2017 ENCLOSURE 4 SOUTH EAST LONDON 111 AND GP OUT OF HOURS MEMORANDUM OF UNDERSTANDING SUMMARY: The NHS England Commissioning

More information

NHS DORSET CLINICAL COMMISSIONING GROUP GOVERNING BODY MEETING FINANCIAL POSITION AS AT 30TH NOVEMBER C Hickson, Head of Management Accounts

NHS DORSET CLINICAL COMMISSIONING GROUP GOVERNING BODY MEETING FINANCIAL POSITION AS AT 30TH NOVEMBER C Hickson, Head of Management Accounts NHS DORSET CLINICAL COMMISSIONING GROUP GOVERNING BODY MEETING FINANCIAL POSITION AS AT 30TH NOVEMBER 2013 Date of the meeting 15/01/2014 Author Sponsoring GB member Purpose of report Recommendation Resource

More information

RE-PROCUREMENT OF 111 SERVICES SOUTH WEST LONDON

RE-PROCUREMENT OF 111 SERVICES SOUTH WEST LONDON RE-PROCUREMENT OF 111 SERVICES SOUTH WEST LONDON Introduction SWL CCGs variously let contracts for the provision of 111 during 2012 with contracts let to Care UK (Wandsworth, Kingston and Richmond, Croydon)

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

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

Any Qualified Provider: your questions answered

Any Qualified Provider: your questions answered Any Qualified Provider: your questions answered September 8, 2011 These answers cover a range of questions about the detail of Any Qualified Provider on integrated care, competition and procurement, liability

More information

End of Life Care. LONDON: The Stationery Office Ordered by the House of Commons to be printed on 24 November 2008

End of Life Care. LONDON: The Stationery Office Ordered by the House of Commons to be printed on 24 November 2008 End of Life Care LONDON: The Stationery Office 14.35 Ordered by the House of Commons to be printed on 24 November 2008 REPORT BY THE COMPTROLLER AND AUDITOR GENERAL HC 1043 Session 2007-2008 26 November

More information

Hospital Generated Inter-Speciality Referral Policy Supporting people in Dorset to lead healthier lives

Hospital Generated Inter-Speciality Referral Policy Supporting people in Dorset to lead healthier lives NHS Dorset Clinical Commissioning Group Hospital Generated Inter-Speciality Referral Policy Supporting people in Dorset to lead healthier lives PREFACE This Document outlines the CCG s policy in respect

More information

INCENTIVE SCHEMES & SERVICE LEVEL AGREEMENTS

INCENTIVE SCHEMES & SERVICE LEVEL AGREEMENTS MAY 2007 INCENTIVE SCHEMES & SERVICE LEVEL AGREEMENTS Practice Based Commissioning North and South Essex Local Medical Committees CLARIFYING THE RELATIONSHIP BETWEEN PBC GROUPS AND PCTS AIMS The aim of

More information

The National Musculoskeletal (MSK) NHS Lanarkshire Pilot. Dr Sarah L Mitchell National Programme Manager Rehabilitation Framework

The National Musculoskeletal (MSK) NHS Lanarkshire Pilot. Dr Sarah L Mitchell National Programme Manager Rehabilitation Framework The National Musculoskeletal (MSK) NHS Lanarkshire Pilot Dr Sarah L Mitchell National Programme Manager Rehabilitation Framework Policy Background The National Delivery Plan for the Allied Health Professions

More information

SUMMARY. Our progress in 2013/14. Eastbourne, Hailsham and Seaford Clinical Commissioning Group.

SUMMARY. Our progress in 2013/14. Eastbourne, Hailsham and Seaford Clinical Commissioning Group. Eastbourne, Hailsham and Seaford Clinical Commissioning Group SUMMARY Our progress in 2013/14 www.eastbournehailshamandseafordccg.nhs.uk 1 Welcome NHS is a membership organisation made up of the 21 GP

More information

The operating framework for. the NHS in England 2009/10. Background

The operating framework for. the NHS in England 2009/10. Background the voice of NHS leadership briefing DECEMBER 2008 ISSUE 172 The operating framework for the NHS in England 2009/10 Key points No new national targets. National priorities are the same as last year. but

More information

Mental Health URGENT CARE AND ASSESSMENT Business Case. CCG Summary paper

Mental 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 information

QOF Quality and Productivity (QP) Indicators. Supplementary Guidance and Frequently Asked Questions for PCTs and Practices in England

QOF Quality and Productivity (QP) Indicators. Supplementary Guidance and Frequently Asked Questions for PCTs and Practices in England QOF Quality and Productivity (QP) Indicators Supplementary Guidance and Frequently Asked Questions for PCTs and Practices in England May 2011 Contents Introduction 2 Summary of QP indicators 3 Prescribing

More information

Document Management Section (if applicable) Previous policy number NA Previous version

Document Management Section (if applicable) Previous policy number NA Previous version Policy Title Patient Access Policy Version Policy Number 0059 5 number All administrative / clerical / managerial staff Applicable to involved in the administration of patient pathway. All medical and

More information

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

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

More information

Planned Care Strategy

Planned Care Strategy Planned Care Strategy 2013-2016 Executive Summary Page 1 of 16 To deliver high quality and effective services, safely, in the right setting with the right professional. Vision Values Strategic Planned

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

Looked After Children Annual Report

Looked After Children Annual Report Looked After Children Annual Report Reporting period April 2016 March 2017 Authors Maxine Lomax - Designated Nurse for Child Protection & Looked After Children Dr. Bin Hooi Low - Designated Doctor for

More information

BUSINESS CASE FOR LEVEL 2 SPECIALIST NEURO-REHABILITATION BEDS : SLIDE PACK & FINANCIAL MODEL

BUSINESS CASE FOR LEVEL 2 SPECIALIST NEURO-REHABILITATION BEDS : SLIDE PACK & FINANCIAL MODEL BUSINESS CASE FOR LEVEL 2 SPECIALIST NEURO-REHABILITATION BEDS : SLIDE PACK & FINANCIAL MODEL V8 June 2015 1 Index Executive summary Slides 3-5 Business Case on a Page Slide 6 Model methodology Index/

More information

The Community Musculoskeletal Service

The Community Musculoskeletal Service Page 60 The Community Musculoskeletal Service Cathy Lennox FRCS(Orth)Ed, Consultant Orthopaedic Surgeon Atle Karstad MBA, BSc Hons, MCSP, HPC, Consultant Physiotherapist Improving the After retirement

More information

GP at Hand Evaluation: DRAFT Invitation to Tender

GP at Hand Evaluation: DRAFT Invitation to Tender GP at Hand Evaluation: DRAFT Invitation to Tender Introduction Hammersmith & Fulham CCG, together with their partners NHS England London Region and NHS England ( the clients ), invite bids for the evaluation

More information

Bedfordshire, Luton and Milton Keynes. Sustainability and Transformation Partnership. Central Brief: July 2018

Bedfordshire, Luton and Milton Keynes. Sustainability and Transformation Partnership. Central Brief: July 2018 Bedfordshire, Luton and Milton Keynes Sustainability and Transformation Partnership Central Brief: July 2018 Issue date: July 2018 News Update on the proposal to merge Bedford Hospital and Luton and Dunstable

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

Learning from best Practice. Musculoskeletal conditions as a health priority. The role of clinical networks

Learning from best Practice. Musculoskeletal conditions as a health priority. The role of clinical networks Learning from best Practice Musculoskeletal conditions as a health priority The role of clinical networks Presenter: Peter Kay National Clinical Director MSK NHS England Date: 13 October 2014 MSK in the

More information

Jennifer Riley, Senior Commissioning Manager. Barry Silvert, Clinical Director Commissioning

Jennifer Riley, Senior Commissioning Manager. Barry Silvert, Clinical Director Commissioning NHS BOLTON CLINICAL COMMISSIONING GROUP Public Board Meeting AGENDA ITEM NO: 7 Date of Meeting: 24 th June TITLE OF REPORT: AUTHOR: PRESENTED BY: PURPOSE OF PAPER: (Linking to Strategic Objectives) Pain

More information

Health and Wellbeing Board 25 January 2018

Health and Wellbeing Board 25 January 2018 Title Report of Wards All Status Urgent Key Health and Wellbeing Board 25 January 2018 Child and Adolescent Mental Health (CAMHS) - Update Director of Children s Services, LBB Chief Operating Officer,

More information

Commissioning for Value insight pack

Commissioning for Value insight pack Commissioning for Value insight pack NHS England Gateway ref: 00525 Contents Introduction: the call to action The approach Where to look using indicative data Phase 2 & 3 Why act what benefits do the population

More information

5. Does this paper provide evidence of assurance against the Governing Body Assurance Framework?

5. Does this paper provide evidence of assurance against the Governing Body Assurance Framework? Item Number: 6.3 Governing Body Meeting: 4 February 2016 Report Sponsor Anthony Fitzgerald Director of Strategy and Delivery Report Author Anthony Fitzgerald Director of Strategy and Delivery 1. Title

More information

WELCOME. To our first Annual General Meeting (AGM) Local clinicians working with local people for a healthier future

WELCOME. To our first Annual General Meeting (AGM) Local clinicians working with local people for a healthier future WELCOME To our first Annual General Meeting (AGM) AGM agenda 1:00pm TIME ITEM LEAD Welcome and Governing Body introductions Liz Wise, Chief Officer 1:05pm 1:25pm 1:35pm 1:50pm Presentation of the Annual

More information

Physiotherapy outpatient services survey 2012

Physiotherapy outpatient services survey 2012 14 Bedford Row, London WC1R 4ED Tel +44 (0)20 7306 6666 Web www.csp.org.uk Physiotherapy outpatient services survey 2012 reference PD103 issuing function Practice and Development date of issue March 2013

More information

Service Level Agreements for

Service Level Agreements for 99/06 Service Level Agreements for 2006 07 1. This paper summarises the outcome of discussions with commissioning PCTs for the year 2006 07. Whilst there are some areas of detail yet to be agreed with

More information

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

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

More information

IT Driving Efficiency or Efficiency Driving IT?

IT Driving Efficiency or Efficiency Driving IT? IT Driving Efficiency or Efficiency Driving IT? Dr. Naresh Rati CEO, Modality Partnership Mr. Paul Kemp Head of IT, Modality Partnership Case for Change The current health and social care economy is facing

More information

DARLINGTON CLINICAL COMMISSIONING GROUP

DARLINGTON CLINICAL COMMISSIONING GROUP DARLINGTON CLINICAL COMMISSIONING GROUP CLEAR AND CREDIBLE PLAN 2012 2017 Working together to improve the health and well-being of Darlington May 2012 Darlington Clinical Commissioning Group Clear and

More information

Implementation of the right to access services within maximum waiting times

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

More information

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

Draft Commissioning Intentions

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

More information

Central London Clinical Commissioning Group Governing Body Meeting 13 August 2014

Central London Clinical Commissioning Group Governing Body Meeting 13 August 2014 Central London Clinical Commissioning Group Governing Body Meeting 13 August 2014 CONTRACT AWARD - CARE PROVIDER PROCUREMENT OF SPECIALIST HOUSING FOR OLDER PEOPLE IN WESTMINSTER (SHSOP) 1. Executive Summary

More information

DELIVERING THE LEFT SHIFT IN ACUTE ACTIVITY THE COMMUNITY MODEL

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

More information

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

PRIMARY CARE COMMISSIONING COMMITTEE MEETING

PRIMARY CARE COMMISSIONING COMMITTEE MEETING PRIMARY CARE COMMISSIONING COMMITTEE MEETING Date of meeting Title of report 20 th June 2017 Agenda item number Unscheduled Primary Care Services for the Fylde Coast 7 Paper Presented by: Alison Kerfoot,

More information

Please find below the response to your recent Freedom of Information request regarding Continence Services within NHS South Sefton CCG.

Please find below the response to your recent Freedom of Information request regarding Continence Services within NHS South Sefton CCG. Our ref: FOI ID 5544 2 6 th August 2015 southseftonccg.foi@nhs.net NHS South Sefton CCG Merton House Stanley Road Bootle Merseyside L20 3DL Tel: 0151 247 7000 Re: Freedom of Information Request Please

More information

Update Report to Clinical Members. Quarter 3; what have we done so far

Update Report to Clinical Members. Quarter 3; what have we done so far Update Report to Clinical Members Quarter 3; what have we done so far Introduction: Dr Charlotte Canniff, Clinical Chair Following our Council of Members meeting in October we heard and recognised a clear

More information

Birmingham Solihull and the Black Country Area Team

Birmingham Solihull and the Black Country Area Team Birmingham Solihull and the Black Country Area Team A summary of the Five Year Primary Care Strategy: High quality care for all now and for future generations 1 NHS England The Birmingham, Solihull and

More information

Commissioning of Primary Care GP Services for the Population of Glenridding

Commissioning of Primary Care GP Services for the Population of Glenridding NHS North Cumbria CCG Primary Care Commissioning Committee Agenda Item 14 September 2017 6 Commissioning of Primary Care GP Services for the Population of Glenridding Purpose of the Report This report

More information

Kingston Primary Care commissioning strategy Kingston Medical Services

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

More information

Integration learning to support responding to the Parliamentary Review of Health and Social Care in Wales and the delivery of new models of care

Integration learning to support responding to the Parliamentary Review of Health and Social Care in Wales and the delivery of new models of care Integration learning to support responding to the Parliamentary Review of Health and Social Care in Wales and the delivery of new models of care WelshConfed18 Integration learning to support responding

More information

MEETING OF THE GOVERNING BODY IN PUBLIC 7 January 2014

MEETING OF THE GOVERNING BODY IN PUBLIC 7 January 2014 MEETING OF THE GOVERNING BODY IN PUBLIC 7 January 2014 Title: Bedfordshire and Milton Keynes Healthcare Review: The way forward Agenda Item: 4 From: Jane Meggitt, Director of Communications and Engagement

More information

Clinical Pharmacists in General Practice March 2018

Clinical 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 information

Bedfordshire, Luton and Milton Keynes Sustainability and Transformation Plan. October 2016 submission to NHS England Public summary

Bedfordshire, Luton and Milton Keynes Sustainability and Transformation Plan. October 2016 submission to NHS England Public summary Bedfordshire, Luton and Milton Keynes Sustainability and Transformation Plan October 2016 submission to NHS England Public summary 15 November 2016 Contents 1 Introduction what is the STP all about?...

More information

The PCT Guide to Applying the 10 High Impact Changes. A guide from NatPaCT

The PCT Guide to Applying the 10 High Impact Changes. A guide from NatPaCT The PCT Guide to Applying the 10 High Impact Changes A guide from NatPaCT DH INFORMATION READER BOX Policy HR/Workforce Management Planning Clinical Estates Performance IM&T Finance Partnership Working

More information

Surrey Downs Clinical Commissioning Group Governing Body Part 1 Paper Acute Sustainability at Epsom & St Helier University Hospitals NHS Trust

Surrey Downs Clinical Commissioning Group Governing Body Part 1 Paper Acute Sustainability at Epsom & St Helier University Hospitals NHS Trust Surrey Downs Clinical Commissioning Group Governing Body Part 1 Paper Acute Sustainability at Epsom & St Helier University Hospitals NHS Trust 1. Strategic Context 1.1. It has long been recognised that

More information

S.U.C.C.E.S.S. Project Overview. Project Initiation Document (PID) (Part 1)

S.U.C.C.E.S.S. Project Overview. Project Initiation Document (PID) (Part 1) S.U.C.C.E.S.S. Project Overview Project Initiation Document (PID) (Part 1) June Governing Body 2014 SUCCESS Project Project Initiation Document (PID) Part 1 Project Name Project Description The SUCCESS

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

Adult Social Care Assessment & care management In-house care services

Adult Social Care Assessment & care management In-house care services Adult Social Care Assessment & care management In-house care services Service Plan 2015/16 Date 19/03/15 Final Directorate: Education Health and Social Care 1. Introduction Policy Context The Adult Social

More information

Developing primary care in Barnet

Developing primary care in Barnet Developing primary care in Barnet Introduction In January 2012, the Joint Boards of NHS North Central London (NCL) approved a NCL Primary Care Strategy, which describes development of the primary care

More information

BROMLEY CLINICAL COMMISSIONING GROUP - GOVERNING BODY MEETING THURSDAY 20 NOVEMBER 2014

BROMLEY CLINICAL COMMISSIONING GROUP - GOVERNING BODY MEETING THURSDAY 20 NOVEMBER 2014 BROMLEY CLINICAL COMMISSIONING GROUP - GOVERNING BODY MEETING THURSDAY 20 NOVEMBER 2014 PUBLIC QUESTIONS AND ANSWERS QUESTIONS RAISED FOR THE PUBLIC FORUM PRIOR TO THE MEETING ON 20 NOVEMBER 2014 WRITTEN

More information

City and Hackney Clinical Commissioning Group Prospectus May 2013

City and Hackney Clinical Commissioning Group Prospectus May 2013 City and Hackney Clinical Commissioning Group Prospectus May 2013 Foreword We are excited to be finally live as a CCG, picking up our responsibilities as commissioners for the bulk of the NHS. The changeover

More information

General Practice Commissioning Strategy Development

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

More information

Our Health & Care Strategy

Our Health & Care Strategy MO Our Health & Care Strategy 2015-2020 Norfolk Community Health and Care NHS Trust Final September 2015 Version control Date Changes 1 19 th July 2015 Initial document 2 29 th July 2015 Following feedback

More information

COMMISSIONING FOR QUALITY FRAMEWORK

COMMISSIONING FOR QUALITY FRAMEWORK This document is uncontrolled once printed. Please check on the CCG s Intranet site for the most up to date version COMMISSIONING FOR QUALITY FRAMEWORK Document Title: Commissioning for Quality Framework

More information

Transforming musculoskeletal and orthopaedic elective care services

Transforming musculoskeletal and orthopaedic elective care services Transforming musculoskeletal and orthopaedic elective care services Case studies About these Further Equality and health inequalities Promoting equality and addressing health inequalities are at the heart

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

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

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

More information

The Commissioning of Hospice Care in England in 2014/15 July 2014

The Commissioning of Hospice Care in England in 2014/15 July 2014 The Commissioning of Hospice Care in England in 2014/15 July 2014 Help the Hospices. Company limited by guarantee. Registered in England & Wales No. 2751549. Registered Charity in England and Wales No.

More information

This paper explains the way in which part of the system is changing to become clearer and more accessible, beginning with NHS 111.

This paper explains the way in which part of the system is changing to become clearer and more accessible, beginning with NHS 111. Unscheduled care in Haringey 1. Introduction There have been many changes to urgent, unscheduled and unplanned care over recent years. To begin with Casualty departments became Accident and Emergency departments,

More information

BIRMINGHAM CITY COUNCIL

BIRMINGHAM 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 information

Integrating Health And Social Care Community Services. Richard Milner and Stella Baillie

Integrating Health And Social Care Community Services. Richard Milner and Stella Baillie Integrating Health And Social Care Community Services Richard Milner and Stella Baillie AGENDA 1. Why we are doing this 2. Our plans for integrating Adult Social Care Assessment and Care Management with

More information

20 February 2018 Paper No: 18/04 DELIVERING THE NEW 2018 GENERAL MEDICAL SERVICES CONTRACT IN SCOTLAND

20 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

Appendix 5.5. AUTHOR & POSITION: Jill Shattock, Director of Commissioning CONTACT DETAILS:

Appendix 5.5. AUTHOR & POSITION: Jill Shattock, Director of Commissioning CONTACT DETAILS: Appendix 5.5 MEETING: Haringey Clinical Commissioning Group Governing Body Meeting DATE Wednesday, 30 July 2014 TITLE: North Central London (NCL) NHS 111 and GP Out of Hours LEAD GOVERNING Jill Shattock,

More information

NHS Portsmouth CCG 2013/14 Contract Agreements Summary. Michelle Spandley Deputy Chief Finance Officer May Improving health services

NHS Portsmouth CCG 2013/14 Contract Agreements Summary. Michelle Spandley Deputy Chief Finance Officer May Improving health services NHS Portsmouth CCG 2013/14 Contract Agreements Summary Michelle Spandley Deputy Chief Finance Officer May 2013 Contents Contracts Summary Portsmouth Hospitals NHS Trust Solent NHS Trust South Central Ambulance

More information

SERVICE SPECIFICATION FOR THE PROVISION OF MUSCULO-SKELETAL SERVICES TO PATIENTS REFERRED FROM PRIMARY CARE WITH MUSCULO-SKELETAL PROBLEMS

SERVICE SPECIFICATION FOR THE PROVISION OF MUSCULO-SKELETAL SERVICES TO PATIENTS REFERRED FROM PRIMARY CARE WITH MUSCULO-SKELETAL PROBLEMS Musculo-Skeletal Services SERVICE SPECIFICATION FOR THE PROVISION OF MUSCULO-SKELETAL SERVICES TO PATIENTS REFERRED FROM PRIMARY CARE WITH MUSCULO-SKELETAL PROBLEMS Services to include: Clinical Assessment

More information

NHS Dorset Clinical Commissioning Group Governing Body Meeting Financial Position as at 31 st July C Hickson, Head of Management Accounts

NHS Dorset Clinical Commissioning Group Governing Body Meeting Financial Position as at 31 st July C Hickson, Head of Management Accounts NHS Dorset Clinical Commissioning Group Governing Body Meeting Financial Position as at 31 st July 2013 9.4 Date of the meeting 18/09/2013 Author Sponsoring GB member Purpose of report Recommendation Resource

More information