Collaborative Commissioning in NHS Tayside

Size: px
Start display at page:

Download "Collaborative Commissioning in NHS Tayside"

Transcription

1 Collaborative Commissioning in NHS Tayside 1 CONTEXT 1.1 National Context Delivering for Health was the Minister for Health and Community Care s response to A National Framework for Service Change in the NHS in Scotland: Building a Health Service NHS Fit For the Future. The work undertaken by Professor David Kerr and the SEHD to produce An NHS fit for the future was an excellent example of collaborative commissioning. The process provided opportunities for patients, the public, clinicians, public sector and private sector organisations with a role to play in improving health and health services to contribute collectively to a strategy for health in Scotland. It is a testament to the robustness of this collaborative commissioning that both Professor Kerr s report and the Minister for Health and Community Care s response attracted cross party support. 1.2 Local Context NHS Tayside put in place a Single Delivery Unit in From its inception it was intended that the delivery unit should be viewed less as a structure but more importantly as a collaborative. It brings clinicians and managers together in order to provide high quality services, which meet the needs of patients in Tayside. In its first year the Single Delivery Unit has made good progress in breaking down barriers between primary and secondary care. It has enhanced the establishment of CHPs and created a working environment, which is not based on line management but on matrix management. A matrix management approach brings clinicians patients and managers together to work on an agenda around improving services for patients. The organisation creates teams to work together to improve services. This can be for short-term work or sustainable service delivery. Staff members can therefore expect to play a role in a number of teams based on their ability to deliver better outcomes for patients. The challenge of matrix management is to support managers, clinicians and patients to work together on improvement. This means working in a structure with few reporting lines, lots of scope for innovation but an extremely strong governance structure that challenges and judges on the basis of improved outcomes, quality and value for money. NHS Tayside has also made progress in expanding its joint working with patients and the public. The Open Space (appreciative inquiry) events held in autumn 2006 and the involvement of patients via managed clinical networks and Patient Public Groups have all contributed to the strength of the patient voice.. The model for improvement provides NHS Tayside with a strong model to drive this agenda forwards to the next stage of its development. 2 Principles and Values In NHS Tayside our mission is to continually improve patient care and patient experience through an active and positive collaboration between patients, clinicians, and managers where we work together to solve problems and deliver innovative solutions. The collaborative commissioning model set out in this paper provides a framework to progress this mission i.e. It describes how patients, clinicians, managers and partners will work together on an ongoing basis to create and agree a common agenda around improving services for patients. This will influence NHS Tayside s Commissioning Plan. NHS Tayside s improvement collaborative work provides us with the tools to deliver our mission i.e. an inclusive methodology for how we will deliver small steps of change, which will deliver the promises, made in the Commissioning Plan. 1

2 All participants in the collaborative commissioning process will strive for continuous improvement and aspire to compete with the best in the world. They are driven by a strong evidence base and are willing and able to be held accountable for the continuous improvement of services. This model requires NHS Tayside to actively seek to strengthen the power of patients in the commissioning model and to continue to engage clinical staff and key partners in this collaborative process. It builds on examples of good practice, which already use the components of the methodology set out in the collaborative commissioning model e.g. The Palliative Care Strategy. The model provides a framework to extend this good practice across all of NHS Tayside s strategic and improvement agenda. 2 THE MODEL FOR COLLABORATIVE COMMISSIONING 2.1 Strategic Context for Collaborative Commissioning Collaborative Commissioning Governance Service delivery Commissioning Commissioning is the process by which NHS Tayside Board commissions the services that it wishes the Single Delivery Unit, or where appropriate, other service providers to deliver on behalf of the local population. NHS Tayside monitors the quality Commissioning Plan is the vehicle that links strategy agreed by the Board to the work plan of the Single Delivery Unit and where appropriate contracts and service level agreements with other service providers. The commissioning process needs to provide opportunities for patients, the public, clinicians, managers and key partners to influence NHS Tayside s Commissioning Plan. This Plan will be signed off by NHS Tayside Board and will be an appendix in the Board s Local Delivery Plan. Operational outcome agreements, as well as senior managers objectives will be drawn up to support the delivery of the Commissioning Plan. The linkages between the governance structure and the commissioning cycle are set out below: 2

3 Commissioning Board Commissioning Plan Governance NHS Tayside (to sign off Commissioning Plan) Board Local Delivery Plan (Commissioning Plan is an apprendix) Quality and Improvement Committee (to monitor progess) Operational outcome agreements Single Delivery Unit (to ensure delivery) Senior managers objectives Remuneration Committee (to sign off assessment of performance) Governance NHS Tayside Board and its standing committees have a governance role. It is therefore necessary for NHS Tayside Board to sign off the Commissioning Plan and for the standing committees to look at delivery against each of the service level agreements. It would be expected that the following standing committees would consider progress against the Commissioning Plan in a number of ways e.g. set out below: Improvement and Quality Committee Managed Clinical Network tables of commitment Commissioning promises relating to strategies agreed by the NHS Board Single Delivery Unit Committee All service level agreements between Directorates e.g. Modernisation and Development Team Human Resources Remuneration Committee Senior Managers performance objectives The standing committees should be monitoring the delivery of promises, improvement in services delivery and best value. To do this they may require input from professionals in the field of health economics and the services of the health intelligence function being developed within the single information service. The Medical Director of the Single Delivery Unit will be responsible for ensuring that relevant commitments are included in consultants job plans. The Chief Executive of NHS Tayside and the Chief Operating Officer will be responsible for ensuring senior managers personal objectives reflect commitments made in the Local Delivery Plan including those set out in the Commissioning Plan and NHS Tayside corporate objectives. GP contracts The GMS Contract is a framework for delivering evidence-based interventions in primary care. The contract is delivered in 4 elements: Essential services the care of people who are ill or perceive themselves to be ill 3

4 Additional services mainly preventable includes immunisation/child health/contraception etc Quality and outcomes framework performance related payments against nationally agreed clinical and organisational outcomes. This has been the focus of the chronic disease work and includes CHD, hypertension, stroke, diabetes, atrial fibrillation, thyroid disease, chronic kidney disease and mental health Enhanced services these are either nationally or locally agreed performance related contracts for services that local commissioners would wish to see in primary care e.g. drug dependency services. The GMS contract is monitored on a number of levels with performance managed through: annual contract review quality and outcomes visits supportive re improving quality enhanced service audits payment verification. 2.2 The Model for Improvement is Part of the Collaborative Commissioning The model for improvement asks the same 3 basic improvement questions of patients, managers and clinicians. What are we trying to accomplish? (AIM) How will we know that a change is an improvement? (MEASURES) What change can we make that will result in improvement? (CHANGES) Improvement is achieved by work together using the PDSA model to undertake small steps of change in order to achieve the desired improvement. Act Plan Study Do 2.3 Levers for Change There are a number of levers which will help NHS Tayside to manage a collaborative commissioning model. These include strong public involvement (citizen leadership), contractual arrangements with consultants and GPs (consultants and GMS contracts), senior managers performance arrangements, clinical leadership, strong relationships with key partners, shifting the balance of care (NHS Tayside Board paper April 2007) budgeting and the use of enhanced services. All of these levers for change operate within the strategy for health in Scotland Delivering for Health. There are also a number of quality frameworks, which underpin improvement. These include Quality Assessment Framework, 4

5 Quality Improvement Scotland work, and frameworks for specific services. The growth in self-care, where patients manage their own health, also provides an opportunity for patients to tell clinicians and managers how the service can better support them. 2.4 Setting Priorities Delivering for Health sets out a clear agenda for the development of the NHS in Scotland. NHS Tayside intends to put in place a more collaborative process for the setting of local priorities and implementation of the Delivering for Health agenda in Tayside. In doing this NHS Tayside will need to commission services in each of the following key policy areas across all population groups: Planned Care Palliative Care Mental Health Unscheduled Care Diagnostics Long Term Conditions Child Health Older People Shifting the Balance of care Adult Care and Rehabilitation Health Improvement 3 BUILDING A STRONG COLLABORATIVE COMMISSIONING MODEL 3.1 Strengthening Public Involvement The Organisational Development team will continue to work alongside relevant departments and partners to create legitimacy around patient and public involvement. This will include continued development of the following: Patient and Public Involvement Groups The population of Tayside is already reaping the benefits of the establishment and development of the patient and public involvement groups. These need to be sustained and further developed. Open Space Events (Appreciative Inquiry) The Open Space (appreciative inquiry) events held in Autumn 2006 have provided clinicians and managers with valuable feedback about what patients and the public think about the services we provide. Annual GP Surveys All GP practices are obliged as part of the QOF (Quality Outcomes Framework) to undertake an annual review of patient experience. This should be reviewed by the relevant section of the single delivery unit. Increasingly they are reviewed with practices patient participation groups. Patient Satisfaction Surveys NHS Tayside undertakes a wide range of patient satisfaction services 5

6 3.2 Creating a Climate for Strong Clinical Leadership NHS Tayside is fortunate in that clinical staff are keen to participate in collaborative commissioning. There are a number of existing opportunities for clinicians to discuss models of care and emerging priorities. The commissioning cycle should see to utilise existing mechanisms such as the Managed Clinical Networks, Area Clinical Forum, discussions with clinical leaders, clinicians involvement in open space events, the Efficiency Review sub group on priorities to increase the level of discussion with clinicians. The list below provides examples of where clinicians are able to debate clinical issues. Managed Clinical Networks The Managed Clinical Networks (MCN s) provide an opportunity for patients and clinicians jointly to become involved in the redesign of services. NHS Tayside wishes to see this level of involvement increase both in numbers of patients involved and number of services working with patients in this way. A number of established Managed Clinical Networks are already well placed to support NHS Tayside s vision for collaborative working. MCNs are underpinned by an infrastructure where clinical and managerial partnerships have been forged and patients are integral to planning processes determining priority developments for the future. It is widely recognised however that one approach does not fit all and alternative approaches and methods require to be made to reach out to varying age groups, cultures, urban and rural communities. This will enable the organisation to embrace opportunities for working in partnership with patients, carers and members of the public. MCNs have a crucial role supporting the organisation in this work. Clinicians Conferences NHS Tayside has run a number of successful clinical conferences. This provides an opportunity for clinicians to discuss clinical priorities and to reflect on the feedback from patients about how they want to see services develop. These events are part of an important ongoing dialogue where clinicians are able to reflect on the feedback from patients about how they want to see services develop. It is important that the number and breadth of interest of clinicians engaging in this process needs to increase. As the result of their role representing a multi professional, interagency infrastructure, Managed Clinical Network lead clinicians are pivotally placed to inform and be informed through these clinical conferences and to ensure that the contributions of patients and the wider clinical community are reflected in service development. Professional Advisory Structure NHS Tayside undertook a review of the professional advisory structure in the summer of One of the outcomes of this review was a commitment by NHS Tayside to strength role of the professional advice. The work of the professional advisory structure needs to feed into the collaborative commissioning cycle. In particular there is a need to ensure both primary and secondary care consultants have an appropriate level of involvement in emerging strategic proposals. It is therefore necessary to review the current spend on locum costs and explore opportunities to realign this to support input into the collaborative commissioning cycle. The Area Clinical Forum should also be asked to take an active role in getting clinical involvement in open space events, clinician s conferences and where appropriate Board development events. 6

7 Role of Clinical Leaders NHS Tayside has created clinical leader roles in Community Health Partnerships and across the clinical directorates. The clinical leaders have a role to play in improving the level of clinical engagement to the wider clinical workforce. Clinical leaders already promote discussion with their clinical colleagues on emerging clinical and strategic issues and share these discussions within the policy making structure. This interaction needs to be built on to include interaction with more clinical staff and across a wider range of issues. 3.3 Working with Key Partners NHS Tayside recognises the value in working collaboratively with its partners in order to provide the best outcome for patients. Partners include Local Authorities, Universities, the voluntary sector and where appropriate the private sector. Examples include Marie Curie on palliative care services, The Corner Project which supports work with young people, Dundee University on the clinical research centre and Abertay University to support training of nurses in child protection. It is recognised that for the Community Health Partnerships in particular, but by no means exclusively, Local Authorities are very much joint partners in delivering improved services. Examples include tackling delayed discharges, mental health, older people s and children s services and learning disabilities. Community Health Partnerships have a specific role in ensuring that the collaborative commissioning model set out in this paper incorporates, where relevant, additional steps which encompass the joint working being undertaken within Community Planning Partnerships. It is also important to recognise a wide range of interagency work undertaken to progress the inequalities agenda. The Directorate of Public Health has a specific role to advise the Board on commissioning to reduce inequalities. 3.4 Benchmarking and Best Value Historically, individuals with specialist expertise rather than systems of care have driven NHS development For the latter approach to be viable it requires: strong clinical leadership understanding of best value robust financial framework effective models for delivery transitional approaches It is likely that within a significant number of budgets there will be a shift of activity and resource from secondary/tertiary settings into community based settings. Historically, it has been difficult for commissioners to manage some of the financial risk associated with the balance of care as there are no outcome based arrangements with primary care. The enhanced model of the GMS contract, which is outcome based and will be replicated within the Community Pharmacy Contract, provides commissioners with an unprecedented opportunity to manage change. Best value is, however, a whole systems approach and consideration needs to be give to the whole patient journey and how best to redesign this to maximise its value to the patient. There would be value in exploring models such as NHS Highland s cost cube work and also to consider the benefits that the involvement of an economist would bring to a best value approach. 7

8 4 THE COLLABORATIVE COMMISSIONING CYCLE Collaborative commissioning is not about moving commissioning power from to one group to another. It is the responsibility of Tayside NHS Board to lead and manage a process that brings together views from all the stakeholders above in an ongoing debate about what and how services should be provided. It requires strong citizen leadership, strong clinical ownership and leadership and robust management and commissioning expertise. Appendix 1 shows the timing of how this work will fit into the Board s annual planning cycle. There are a number of specific recommendations in this paper about increasing clinician involvement as part of this cycle. 4.1 Commissioning Cycle 9.1 Issues, which are not progressing sufficiently, referred to TayStat 9. Performance reporting and monitoring mechanisms established 1. Consider clinical evidence, health policy and best practice, economic appraisal, forecasting and capacity 2. Start a dialogue with the public, clinicians and other key stakeholders 3.1 If not refer to SDU ET or Board Executive Group 8. Tests of change Proposed collaborative commissioning cycle 3. Agree issues which are appropriate for the Commissioning Plan 7. Establish an improvement collaborative to take forward action and agree measures for improvement 6. Clinical Strategy approved 5. Create and agree key promises 4. Review current service provision: variation, waste, duplication in patient flows. 6.1 Financial decisions and business plans to Strategic Policy and Resources Committee for approval 8

9 4.2 Example Child Health Set out below is a description of the process undertaken for the Child Protection Review It describes each of the commissioning stages set out in the commissioning model as described in section 4.1 above. 1. NHS Tayside s Child Protection Review undertaken in 2004 required to be updated. Significant work undertaken in 3 Child Protection Committees and the work of NHS Tayside s Child Protection Action Group have all generated new actions for NHS Tayside, introduction of a significant number of protocols and procedures which now require to be assurance for compliance, ongoing significant ministerial interest and action on child protection, new legislation currently making its way through the Scottish Parliament on vulnerable people, Angus HIME review of child protection underway. 2. The Chairman of NHS Tayside instructed the Commissioner for Child Health to undertake a review of Child Protection services provided by NHS Tayside to take account of all the issues identified in 1 above and make recommendations to the NHS Board. Commissioner for Child Health wrote to key stakeholders inviting them to contribute to the review 3. The Board Chairman decided that due to the sensitivity and complexity of the issues within child protection to appoint a non executive member of the Board to provide the Board with an assurance around the governance and robustness of the review 4. Current service review undertaken in a 3 stage process: Completion of a detailed questionnaire by all relevant departments on compliance with standards and protocols and invited comments on staff awareness of child protection plus any areas where services could be improved Meeting with key individuals and departments. The interview schedule was determined as the result of feedback from the questionnaires; comments received from stakeholders and issues on which the Commissioner for Child Health wished to receive specific assurances. Development event held where there was an opportunity to discuss emerging recommendations and to start the process of agreeing measures for improvement 5. Recommendations / key promises finalised for inclusion in paper to be presented to NHS Tayside Board for approval 6. NHST Board approve the recommendations/promises in the Child Protection Review. These promises are now part of NHS Tayside Commissioning Plan. NHS Tayside also agree funding for a range of initiatives 6.1 The financial arrangements made at NHS Tayside Board are included in the financial plan 2007/ Child Protection Action Group (CPAG) developed action plan, which includes measures for improvement. CPAG agreed as the collaborative to progress this work. nb: NHS Tayside improves in services in line with the Child Protection Committees in Perth & Kinross, Dundee and Angus. It therefore also provides regular updates on progress to these Committees. 8. Relevant departments implement agreed promises using small steps of change. 9. Performance monitoring template agreed. This will be monitored by CPAG on a regular basis and by NHS Tayside Board or one of it s standing committees annually. 9.1 Waiting times for Child and Adolescent Mental Health have increased significantly. TayStat Chairs Scrutiny Panel considered the data and asked for an action plan to effect an improvement in waiting times. Board s Executive Team consider a paper from the Deputy Child Health Commissioner 9

10 and agree additional funding to address waiting times. This is reported to and agreed by the March 2007 TayStat Chair s Scrutiny Panel. This issue will require regular review and therefore an annual update plus a major review of the service in 2008 will be required. 4.3 Collaborative Commissioning Working Example The methodology for collaborative commissioning set out in this paper has evolved from the inroads NHS Tayside has made over the past few years in engaging collaboratively with patients, the public and clinicians. The work undertaken this year in the Open Space events provides a working example of this methodology in practice. NHS Tayside held a Clinicians Conference in Spring The event focused on how clinicians and managers would address the challenges set out in Delivering for Health. The output of this conference formed the basis of the agenda for the public appreciative enquiry events held in each of the 3 CHP areas at the end of As a result of the feedback from the public and discussion at the Single Delivery Unit development day a series of commissioning promises have emerged. These were communicated to the public, clinicians and managers through a newsletter, which was produced in March The public identified 5 key clinical areas where they felt improvements would make a huge difference to the care they receive. These were: Outpatients revamping outpatient services to reduce waiting times and ensure patients see the most appropriate health professional for their condition at the right time Emergency care how emergency care is delivered and how enhanced services could be provided in local minor illness and injuries units and community hospitals Patient information systems transferring from a paper based to an electronic system will allow quicker exchange of information Diagnostic services how can we make more diagnostic services and routine investigations available locally Management of long-term conditions plans to work more closely with Local Authority services to support people better at home. Patients and carers also identified specific issues in relation to access to GP appointments; palliative care services, diagnostic tests and public involvement. 5 RECOMMENDATIONS It is recommended that: 1. NHS Tayside Board endorse the commissioning model set out in this paper. 2. NHS Tayside realign its strategic work with the commissioning cycle as described in this paper. 3. The Commissioning Plan for 2007/08 be produced in line with the indicative timetable set out in appendix 1 of this paper. 4 A number of exemplar pieces of work/strategies be agreed to allow the evaluation, testing and refinement of the cycle. The 3 exemplars below would be part of a formal evaluation of the commissioning cycle and lessons learned from this work will be shared widely throughout the organisation. 10

11 Older Peoples Strategy One aspect of the Older People s Strategy will be part of an exemplar cycle. This would start at stage 1 in the commissioning cycle. This will allow testing of the whole cycle. Long Term Conditions This work is currently at step 5 in the commissioning cycle. The work undertaken to reach this stage fulfils the criteria set out in stages 1 4 of the cycle. This exemplar will allow us to test stage 5 to 9 of the cycle in a relatively short time period. Diabetes Strategy This work is currently at step 5 in the commissioning cycle. The work undertaken to reach this stage fulfils the criteria set out in stages 1 4 of the cycle. This exemplar will allow us to test stage 5 to 9 of the cycle in a relatively short time period. 4. Three population-based commissioners (Child Health, Older People and Mental Health) will lead commissioning work in their respective areas and working with the Organisational Development Team to develop the Commissioning Plan in these areas. 5. NHS Tayside should put in place a performance monitoring mechanism which tracks service improvement progress against promises made in the Commissioning Plan. This includes the introduction of service level agreement to support the Commissioning Plan. Where there has been insufficient progress on any promise this will be referred to the TayStat scrutiny process. 6. NHS Tayside s Organisational Development Plan should identify specific interventions for clinical leadership, citizen leadership and expanding the influence of service users on all service improvement work. This will include putting in place an annual cycle of clinician s conferences and public appreciative enquiry events, which will influence NHS Tayside s annual Commissioning Plan. 5 NHS Tayside will re-align the current spend on locum costs for clinicians to ensure that the collaborative commissioning cycle is supported. 7. On 2 days each year the current clinical effectiveness days organised for acute sector clinicians and the Protected Learning Time events for primary care staff should be run jointly. This will provide an opportunity to involve clinicians in specific discussions around issues and strategies that will form part of the collaborative commissioning cycle. 8. The current Board development events will be scheduled throughout the year to all Board members the opportunity to discuss, review and influence the production of the respective commissioning plans. 9. NHS Tayside should strengthen its public involvement work through continued support of the PPGs, development of the appreciative enquiry events as well as other networks. 10. NHS Tayside should develop an interactive public website designed to encourage patients and the public to provide feedback on their experience of service provision, and views about how services could be improved. It will include dynamic media such as notice board, posted comments etc. This website should be supplemented with regular information leaflets for wide distribution throughout Tayside encouraging participation from those who prefer this means of communication. 11. On behalf of NHS Tayside the Head of MCNs will lead commissioning work for the development of MCNS and work with the Organisational Development Team to develop related commissioning activity. 11

12 12. Further work be done to explore the opportunities around benchmarking, Best Value and the NHS Highland s cost cube to see if this can be used to enhance the collaborative commissioning model. Caroline Selkirk Director of Change & Innovation Dr Andrew Russell Director of Primary Care 17 th April

13 Appendix 1 Illustrative Timelines For Annual Collaborative Commissioning Cycle Started Dec Information from Open Space events widely distributed March Clinicians Conference 1 clinical priorities for the following year April/May Open Space event 1 - in each local area patient and public views on priorities for the following year Focus on older people June Board Development event 1 (NHS Tayside Board and Single Delivery Unit standing committee joint event) July Feedback newsletter to public September Clinicians Conference 2 October Open Space event 2 November November December Board Development event 2 (NHST Board and Single Delivery Unit standing committee joint event) Commissioning Plan 1 st draft produced Feed into Financial Planning Seminar December Commissioning Plan draft 2 produced January Draft service level agreements and objectives drawn up to support the Commissioning Plan subject to Board approval of plan February Board agrees Commission Plan for coming year March This will be an annex to the Local Delivery Plan Public newsletter 2 promises for the following year and issues for next round of collaborative commissioning 13

14

15 Appendix 2 Commissioning Plan Illustrative Example What you told us: Public, Patients, Clinicians Clinical Evidence and Best Practice Why do I have to wait so long for the results of my tests like scans and X- rays? There seems there are unnecessary delays and I never know when to expect results and who to contact hospital or GP. The Commissioning Plan Reduce time waited between scan and X- rays and results being received by patients. Measures for Improvement Measures for Judgement Lead Executive Reduction in time from scan to agreed interpretation of results by an appropriate clinician Reduction in time from interpretation of results to production of results letter/form Reduction in time for delivery of results to GP or other relevant clinician Reduction in time for patient appointment with clinician to receive results % of results delivered electronically to GP practices % of X-ray clinics with a consultant radiologists present Reduction in results referred for judgement to more senior clinician than at the present time Increase in availability of senior radiologists at clinic Reduction in the number of steps required in the pathway for scans and X-rays Chief Operating Officer 15

- the proposed development process for Community Health Partnerships. - arrangements to begin to establish a Service Redesign Committee

- the proposed development process for Community Health Partnerships. - arrangements to begin to establish a Service Redesign Committee Greater Glasgow NHS Board Board Meeting Tuesday 20 th May 2003 Board Paper No. 2003/33 DIRECTOR OF PLANNING AND COMMUNITY CARE CHIEF EXECUTIVE WHITE PAPER PARTNERSHIP FOR CARE Recommendation: The NHS Board

More information

Community Health Partnerships (CHPs) Scheme of Establishment for Glasgow City Community Health and Social Care Partnerships

Community Health Partnerships (CHPs) Scheme of Establishment for Glasgow City Community Health and Social Care Partnerships EMBARGOED UNTIL MEETING Greater Glasgow NHS Board Board Meeting Tuesday 19 th April 2005 Board Paper No. 2005/33 Director of Planning and Community Care Community Health Partnerships (CHPs) Scheme of Establishment

More information

INVERCLYDE COMMUNITY HEALTH AND CARE PARTNERSHIP - DRAFT SCHEME OF ESTABLISHMENT

INVERCLYDE COMMUNITY HEALTH AND CARE PARTNERSHIP - DRAFT SCHEME OF ESTABLISHMENT EMBARGOED UNTIL DATE OF MEETING Greater Glasgow and Clyde NHS Board Board Meeting Tuesday 17 th August 2010 Board Paper No. 2010/34 Director of Corporate Planning and Policy/Lead NHS Director Glasgow City

More information

abcdefghijklmnopqrstu

abcdefghijklmnopqrstu Director-General Health and Chief Executive NHS Scotland Dr Kevin Woods abcdefghijklmnopqrstu T: 0131-244 2410 F: 0131-244 2162 E: dghealth@scotland.gsi.gov.uk CEL 4 (2010) Dear Colleague INFORMING, ENGAGING

More 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

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

SCOTTISH BORDERS HEALTH & SOCIAL CARE INTEGRATED JOINT BOARD UPDATE ON THE DRAFT COMMISSIONING & IMPLEMENTATION PLAN Appendix-2016-59 Borders NHS Board SCOTTISH BORDERS HEALTH & SOCIAL CARE INTEGRATED JOINT BOARD UPDATE ON THE DRAFT COMMISSIONING & IMPLEMENTATION PLAN Aim To bring to the Board s attention the Scottish

More information

Equality and Health Inequalities Strategy

Equality and Health Inequalities Strategy Equality and Health Inequalities Strategy 1 Schematic of the Equality and Health Inequality Strategy Improving Lives: People and Patients Listening and Learning Gaining Knowledge Making the System Work

More information

NHS Borders. Local Report ~ November Clinical Governance & Risk Management: Achieving safe, effective, patient-focused care and services

NHS Borders. Local Report ~ November Clinical Governance & Risk Management: Achieving safe, effective, patient-focused care and services NHS Borders Local Report ~ November 2009 Clinical Governance & Risk Management: Achieving safe, effective, patient-focused care and services NHS Borders Local Report ~ November 2009 Clinical Governance

More information

NHS GRAMPIAN. Grampian Clinical Strategy - Planned Care

NHS GRAMPIAN. Grampian Clinical Strategy - Planned Care NHS GRAMPIAN Grampian Clinical Strategy - Planned Care Board Meeting 03/08/17 Open Session Item 8 1. Actions Recommended In October 2016 the Grampian NHS Board approved the Grampian Clinical Strategy which

More information

Major Service Change. A report on NHS Tayside s Consultation on proposals for Transforming Surgical Services in Tayside

Major Service Change. A report on NHS Tayside s Consultation on proposals for Transforming Surgical Services in Tayside Major Service Change A report on NHS Tayside s Consultation on proposals for Transforming Surgical Services in Tayside November 2017 Acknowledgements The Scottish Health Council would like to thank members

More information

West Mid Beds Locality Development Plan

West Mid Beds Locality Development Plan West Mid Beds Locality Development Plan 2013-14 Contents Introduction..3 1. Key Progress 2012/13.. 4 2. Locality Objectives 2013/14.5 2.1 Commissioning.5 2.2 Performance & Finance.. 9 2.3 Engagement 11

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

1. NHS Tayside Independent review by Grant Thornton UK on financial governance in NHS Tayside, including endowment funds

1. NHS Tayside Independent review by Grant Thornton UK on financial governance in NHS Tayside, including endowment funds Director-General Health & Social Care and Chief Executive NHSScotland Paul Gray T: 0131-244 2790 E: dghsc@gov.scot Jenny Marra MSP Convener Public Audit and Post-Legislative Scrutiny Committee 21 May 2018

More information

2. This year the LDP has three elements, which are underpinned by finance and workforce planning.

2. This year the LDP has three elements, which are underpinned by finance and workforce planning. Directorate for Health Performance and Delivery NHSScotland Chief Operating Officer John Connaghan T: 0131-244 3480 E: john.connaghan@scotland.gsi.gov.uk John Burns Chief Executive NHS Ayrshire and Arran

More information

CLINICAL STRATEGY IMPLEMENTATION - HEALTH IN YOUR HANDS

CLINICAL STRATEGY IMPLEMENTATION - HEALTH IN YOUR HANDS CLINICAL STRATEGY IMPLEMENTATION - HEALTH IN YOUR HANDS Background People across the UK are living longer and life expectancy in the Borders is the longest in Scotland. The fact of having an increasing

More information

Quality Improvement Strategy 2017/ /21

Quality Improvement Strategy 2017/ /21 Quality Improvement Strategy 2017/18-2020/21 Contents Section Title Page Number Foreword from Chair and Chief Executive 2 Section 1 Introduction What does Quality mean to us? What do we want to achieve

More information

Achieving Excellence. The Quality Delivery Plan for the NHS in Wales

Achieving Excellence. The Quality Delivery Plan for the NHS in Wales Achieving Excellence The Quality Delivery Plan for the NHS in Wales 2012-2016 ISBN 978 0 7504 7385 9 Crown copyright 2012 WG 15375 Ministerial Foreword We all want and expect excellent health services

More information

Standards conduct, accountability

Standards conduct, accountability Standards of conduct, accountability and openness Standards of conduct, accountability and openness Throughout this document: members refers to all members of a board the Chair, the non-executives, the

More information

Item No. 9. Meeting Date Wednesday 6 th December Glasgow City Integration Joint Board Finance and Audit Committee

Item No. 9. Meeting Date Wednesday 6 th December Glasgow City Integration Joint Board Finance and Audit Committee Item No. 9 Meeting Date Wednesday 6 th December 2017 Glasgow City Integration Joint Board Finance and Audit Committee Report By: Contact: Sharon Wearing, Chief Officer, Finance and Resources Allison Eccles,

More 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

James Blythe, Director of Commissioning and Strategy. Agenda item: 09 Attachment: 04

James Blythe, Director of Commissioning and Strategy. Agenda item: 09 Attachment: 04 Title of paper: Author: Exec Lead: Community Hospital Services Review Tom Elrick, Urgent Care Programme Lead James Blythe, Director of Commissioning and Strategy Date: 23 rd February 2015 Meeting: Executive

More information

Intensive Psychiatric Care Units

Intensive Psychiatric Care Units NHS Tayside Carseview Centre, Dundee Intensive Psychiatric Care Units Service Profile Exercise ~ November 2009 NHS Quality Improvement Scotland (NHS QIS) is committed to equality and diversity. We have

More information

15. UNPLANNED CARE PLANNING FRAMEWORK Analysis of Local Position

15. UNPLANNED CARE PLANNING FRAMEWORK Analysis of Local Position 15. UNPLANNED CARE PLANNING FRAMEWORK 15.1 Analysis of Local Position 15.1.1 Within Renfrewshire unplanned care spans the organisational boundaries of acute and primary care services and social work services

More information

INTEGRATION SCHEME (BODY CORPORATE) BETWEEN WEST DUNBARTONSHIRE COUNCIL AND GREATER GLASGOW HEALTH BOARD

INTEGRATION SCHEME (BODY CORPORATE) BETWEEN WEST DUNBARTONSHIRE COUNCIL AND GREATER GLASGOW HEALTH BOARD INTEGRATION SCHEME (BODY CORPORATE) BETWEEN WEST DUNBARTONSHIRE COUNCIL AND GREATER GLASGOW HEALTH BOARD This integration scheme is to be used in conjunction with the Public Bodies (Joint Working) (Integration

More information

Welsh Government Response to the Report of the National Assembly for Wales Public Accounts Committee Report on Unscheduled Care: Committee Report

Welsh Government Response to the Report of the National Assembly for Wales Public Accounts Committee Report on Unscheduled Care: Committee Report Welsh Government Response to the Report of the National Assembly for Wales Public Accounts Committee Report on Unscheduled Care: Committee Report We welcome the findings of the report and offer the following

More information

NATIONAL HEALTH SERVICE REFORM (SCOTLAND) BILL

NATIONAL HEALTH SERVICE REFORM (SCOTLAND) BILL This document relates to the National Health Service Reform (Scotland) Bill (SP Bill 6) as introduced in the Scottish NATIONAL HEALTH SERVICE REFORM (SCOTLAND) BILL INTRODUCTION POLICY MEMORANDUM 1. This

More information

1. This letter summarises the mairi points discussed and actions arising from the Annual Review and associated meetings in Glasgow on 20 August.

1. This letter summarises the mairi points discussed and actions arising from the Annual Review and associated meetings in Glasgow on 20 August. Cabinet Secretary for Health, Wellbeing and Sport ShonaRobisonMSP T: 0300 244 4000 E:scottish.ministers@gov.scot Andrew Robertson OBE Chairman NHS Greater Glasgow and Clyde JB Russell House Gartnavel Royal

More information

NURSING & MIDWIFERY WORKLOAD & WORKFORCE PLANNING PROJECT RECOMMENDATIONS AND ACTION PLAN NOVEMBER 2006 UPDATE

NURSING & MIDWIFERY WORKLOAD & WORKFORCE PLANNING PROJECT RECOMMENDATIONS AND ACTION PLAN NOVEMBER 2006 UPDATE Forma cm NHS HIGHLAND WORKLOAD AND WORKFORCE PLANNING PROJECT RECOMMENDATIONS AND ACTION PLAN NURSING & MIDWIFERY WORKLOAD & WORKFORCE PLANNING PROJECT RECOMMENDATIONS AND ACTION PLAN NHS HIGHLAND NOVEMBER

More information

Specialist Nurse Role Review

Specialist Nurse Role Review Specialist Nurse Role Review Evelyn Fleck Associate Director of Nursing NHS Tayside Cara Taylor MacMillan Nurse Consultant NHS Tayside September 2010 PAGE NUMBER CONTENTS 1. EXECUTIVE SUMMARY 3 2. INTRODUCTION

More information

NHS GRAMPIAN. Clinical Strategy

NHS GRAMPIAN. Clinical Strategy NHS GRAMPIAN Clinical Strategy Board Meeting 02/06/2016 Open Session Item 9.1 1. Actions Recommended The Board is asked to: 1. Note the progress with the engagement process for the development of the clinical

More information

Agenda Item 3.3 IMPLEMENTATION OF SETTING THE DIRECTION - WHOLE SYSTEMS CHANGE PROGRESS UPDATE

Agenda Item 3.3 IMPLEMENTATION OF SETTING THE DIRECTION - WHOLE SYSTEMS CHANGE PROGRESS UPDATE FOR INFORMATION UHB Board Meeting: 17 January 2012 IMPLEMENTATION OF SETTING THE DIRECTION - WHOLE SYSTEMS CHANGE PROGRESS UPDATE Report of Paper prepared by Executive Summary Director of Public Health

More 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

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

NHS England (Wessex) Clinical Senate and Strategic Networks. Accountability and Governance Arrangements

NHS England (Wessex) Clinical Senate and Strategic Networks. Accountability and Governance Arrangements NHS England (Wessex) Clinical Senate and Strategic Networks Accountability and Governance Arrangements Version 6.0 Document Location: This document is only valid on the day it was printed. Location/Path

More information

DUNDEE INTEGRATION SCHEME

DUNDEE INTEGRATION SCHEME DUNDEE INTEGRATION SCHEME This Integration Scheme is to be used in conjunction with the Public Bodies (Joint Working) (Integration Scheme) (Scotland) Regulations 2014. These regulations can be found at

More information

CCG authorisation: the role of medicines management

CCG authorisation: the role of medicines management May 2012 The NHS medicines bill for 2010 was 12.9 billion, of which secondary care costs accounted for 32%. Prescribing inflation in 2010 ran at 4.8% and it is estimated that around 14% of total CCG budgets

More information

Improving Healthcare Together : NHS Surrey Downs, Sutton and Merton clinical commissioning groups Issues Paper

Improving Healthcare Together : NHS Surrey Downs, Sutton and Merton clinical commissioning groups Issues Paper Improving Healthcare Together 2020-2030 NHS Surrey Downs, Sutton and Merton CCGs Improving Healthcare Together 2020-2030: NHS Surrey Downs, Sutton and Merton clinical commissioning groups Surrey Downs

More information

DRAFT Welsh Assembly Government

DRAFT Welsh Assembly Government DRAFT Welsh Assembly Government HEALTH, SOCIAL CARE AND WELL BEING STRATEGIES: POLICY GUIDANCE Status: Draft @ 031002 1 Welsh Assembly Government Health, Social Care and Well-being Strategies: Policy Guidance

More information

Developing. National Service Frameworks

Developing. National Service Frameworks Developing National Service Frameworks A guide for policy colleagues developing National Service Frameworks for Healthcare services in Wales 1 Background 1. National Service Frameworks (NSF) were originally

More information

CLINICAL AND CARE GOVERNANCE STRATEGY

CLINICAL AND CARE GOVERNANCE STRATEGY CLINICAL AND CARE GOVERNANCE STRATEGY Clinical and Care Governance is the corporate responsibility for the quality of care Date: April 2016 2020 Next Formal Review: April 2020 Draft version: April 2016

More information

End of Life Care Strategy

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

More information

Manchester Health and Care Commissioning Board. A partnership between Manchester. City Council and NHS Manchester Clinical Commissioning Group

Manchester Health and Care Commissioning Board. A partnership between Manchester. City Council and NHS Manchester Clinical Commissioning Group Manchester Health and Care Commissioning Board A partnership between Manchester City Council and NHS Manchester Clinical Commissioning Group Agenda Item: Report Title: Date: Strategic Commissioning Prepared

More information

Medical and Clinical Services Directorate Clinical Strategy

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

More information

In this edition we will showcase the work of the development of a model for GP- Paediatric Hubs

In this edition we will showcase the work of the development of a model for GP- Paediatric Hubs Focusing on the principle of home first and designing the Perfect Locality from the lens of the community Issue 7 June 2017 Welcome to the seventh issue of Our Future Wellbeing, a regular update on the

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

Scottish Partnership for Palliative Care

Scottish Partnership for Palliative Care Scottish Partnership for Palliative Care Palliative and end of life care in Scotland: the case for a cohesive approach Report and recommendations submitted to the Scottish Executive May 2007 1 2 Contents:

More information

JOB DESCRIPTION DIRECTOR OF SCREENING. Author: Dr Quentin Sandifer, Executive Director of Public Health Services and Medical Director

JOB DESCRIPTION DIRECTOR OF SCREENING. Author: Dr Quentin Sandifer, Executive Director of Public Health Services and Medical Director JOB DESCRIPTION DIRECTOR OF SCREENING Author: Dr Quentin Sandifer, Executive Director of Public Health Services and Medical Director Date: 1 November 2017 Version: 0d Purpose and Summary of Document: This

More information

Public Health Skills and Career Framework Multidisciplinary/multi-agency/multi-professional. April 2008 (updated March 2009)

Public Health Skills and Career Framework Multidisciplinary/multi-agency/multi-professional. April 2008 (updated March 2009) Public Health Skills and Multidisciplinary/multi-agency/multi-professional April 2008 (updated March 2009) Welcome to the Public Health Skills and I am delighted to launch the UK-wide Public Health Skills

More information

A Participation Standard for the NHS in Scotland Standard Document

A Participation Standard for the NHS in Scotland Standard Document A Participation Standard for the NHS in Scotland Standard Document Scottish Health Council Scottish Health Council 2010 Published August 2010 ISBN 1-84404-916-7 You can copy or reproduce the information

More information

Consultant Radiographers Education and CPD 2013

Consultant Radiographers Education and CPD 2013 Consultant Radiographers Education and CPD 2013 Consultant Radiographers Education and Continuing Professional Development Background Although consultant radiographer posts are relatively new to the National

More information

Major Service Change. A report on NHS Lanarkshire s consultation on proposals for the development of a new healthcare strategy, Achieving Excellence

Major Service Change. A report on NHS Lanarkshire s consultation on proposals for the development of a new healthcare strategy, Achieving Excellence Major Service Change A report on NHS Lanarkshire s consultation on proposals for the development of a new healthcare strategy, Achieving Excellence November 2016 Acknowledgements The Scottish Health Council

More information

Briefing. NHS Next Stage Review: workforce issues

Briefing. NHS Next Stage Review: workforce issues Briefing NHS Next Stage Review: workforce issues Workforce issues, and particularly the importance of engaging and involving staff, are a central theme of the NHS Next Stage Review (NSR). It is the focus

More information

PCA (P) (2016) 1. Background

PCA (P) (2016) 1. Background Healthcare Quality and Strategy Directorate Pharmacy and Medicines Division Dear Colleague STOMA APPLIANCE SERVICE IN THE COMMUNITY PUBLICATION OF STOMA CARE QUALITY AND COST EFFECTIVENESS REVIEW REPORT

More information

IMPROVING QUALITY. Clinical Governance Strategy & Framework

IMPROVING QUALITY. Clinical Governance Strategy & Framework IMPROVING QUALITY Clinical Governance Strategy & Framework NHS GREATER GLASGOW & CLYDE Approval: Quality & Performance Committee Responsible Director: Medical Director Custodian: Head of Clinical Governance

More information

London Councils: Diabetes Integrated Care Research

London Councils: Diabetes Integrated Care Research London Councils: Diabetes Integrated Care Research SUMMARY REPORT Date: 13 th September 2011 In partnership with Contents 1 Introduction... 4 2 Opportunities within the context of health & social care

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

NHS SHETLAND CLINICAL GOVERNANCE STRATEGY

NHS SHETLAND CLINICAL GOVERNANCE STRATEGY NHS SHETLAND CLINICAL GOVERNANCE STRATEGY 2010-13 Clinical governance is the defining heart and inspiration of quality in the NHS Aidan Halligan 2006 Last version date: March 2007 Next Formal Review January

More information

NHS DUMFRIES AND GALLOWAY ANNUAL REVIEW 2015/16 SELF ASSESSMENT

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

More information

Driving and Supporting Improvement in Primary Care

Driving and Supporting Improvement in Primary Care Driving and Supporting Improvement in Primary Care 2016 2020 www.healthcareimprovementscotland.org Healthcare Improvement Scotland 2016 First published December 2016 The publication is copyright to Healthcare

More information

Vision 3. The Strategy 6. Contracts 12. Governance and Reporting 12. Conclusion 14. BCCG 2020 Strategy 15

Vision 3. The Strategy 6. Contracts 12. Governance and Reporting 12. Conclusion 14. BCCG 2020 Strategy 15 Bedfordshire Clinical Commissioning Group Quality Strategy 2014-2016 Contents SECTION 1: Vision 3 1.1 Vision for Quality 3 1.2 What is Quality? 3 1.3 The NHS Outcomes Framework 3 1.4 Other National Drivers

More information

Westminster Health and Wellbeing Board

Westminster Health and Wellbeing Board Westminster Health and Wellbeing Board Date: 13 July 2017 Classification: Title: Report of: Cabinet Member Portfolio: Wards Involved: Policy Context: Report Author and Contact Details: General Release

More information

5. Integrated Care Research and Learning

5. Integrated Care Research and Learning 5. Integrated Care Research and Learning 5.1 Introduction In outlining the overall policy underpinning the reform programme, Future Health emphasises important research and learning from the international

More information

This statement should be seen as a stimulus to further discussion and development, and is not definitive policy.

This statement should be seen as a stimulus to further discussion and development, and is not definitive policy. POSTGRADUATE MEDICAL CAREERS IN THE UK Cardiff Discussion Document This statement should be seen as a stimulus to further discussion and development, and is not definitive policy. Background: The Modernising

More information

Performance Evaluation Report Pembrokeshire County Council Social Services

Performance Evaluation Report Pembrokeshire County Council Social Services Performance Evaluation Report 2013 14 Pembrokeshire County Council Social Services October 2014 This report sets out the key areas of progress and areas for improvement in Pembrokeshire County Council

More information

CCG Involvement Strategy and 2016/19 action plan

CCG Involvement Strategy and 2016/19 action plan CCG Involvement Strategy and 2016/19 action plan 1 Contents 1. Introduction and purpose of document 5 2. Our commitment to effective involvement 5 3. Legislation our statutory obligations 7 4. Aims of

More information

WAITING TIMES 1. PURPOSE

WAITING TIMES 1. PURPOSE Agenda Item Meeting of Lanarkshire NHS Board 28 April 2010 Lanarkshire NHS board 14 Beckford Street Hamilton ML3 0TA Telephone 01698 281313 Fax 01698 423134 www.nhslanarkshire.org.uk WAITING TIMES 1. PURPOSE

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

RPS in Scotland has had an influential year providing both written and oral evidence at the Scottish Parliament in a wide range of policy areas.

RPS in Scotland has had an influential year providing both written and oral evidence at the Scottish Parliament in a wide range of policy areas. Speech by RPS President Ash Soni at the RPS Annual Conference 2017 3 September 2017 Thank you Paul and let me say how pleased I am as a member that you identified exactly the right areas where I and the

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

Living With Long Term Conditions A Policy Framework

Living With Long Term Conditions A Policy Framework April 2012 Living With Long Term Conditions A Policy Framework Living with Long Term Conditions Contents Page Number Minister s Foreword 3 Introduction 4 Principles 13 Chapter 1 Working in partnership

More information

abcdefghijklmnopqrstu

abcdefghijklmnopqrstu Directorate for Health and Social Care Integration Directorate for Chief Nursing Officer, Patients, Public and Health Professions abcdefghijklmnopqrstu CEL 20 (2011) Dear Colleague June 2011 STANDARDS

More information

Scottish Ambulance Service. Our Future Strategy. Discussion with partners

Scottish Ambulance Service. Our Future Strategy. Discussion with partners Discussion with partners Our values Glossary of terms We will: put the patient at the heart of everything we do. treat each and every person well, with respect and dignity. always be open, honest and fair.

More information

National Primary Care Cluster Event ABMU Health Board 13 th October 2016

National Primary Care Cluster Event ABMU Health Board 13 th October 2016 National Primary Care Cluster Event ABMU Health Board 13 th October 2016 1 National Primary Care Cluster Event - ABMU Health Board Introduction The development of primary and community services is a fundamental

More information

A report on NHS Greater Glasgow and Clyde s consultation on proposals for Rehabilitation Services for Older People in North East Glasgow

A report on NHS Greater Glasgow and Clyde s consultation on proposals for Rehabilitation Services for Older People in North East Glasgow Major Service Change A report on NHS Greater Glasgow and Clyde s consultation on proposals for Rehabilitation Services for Older People in North East Glasgow June 2017 Acknowledgements The Scottish Health

More information

Integration Scheme. Between. Glasgow City Council. and. NHS Greater Glasgow and Clyde

Integration Scheme. Between. Glasgow City Council. and. NHS Greater Glasgow and Clyde Integration Scheme Between Glasgow City Council and NHS Greater Glasgow and Clyde December 2015 Page 1 of 60 1. Introduction 1.1 The Public Bodies (Joint Working) (Scotland) Act 2014 (the Act) requires

More information

Report to NHS Greater Glasgow and Clyde Health Board in respect of the Integration Scheme for Inverclyde Health and Social Care Partnership

Report to NHS Greater Glasgow and Clyde Health Board in respect of the Integration Scheme for Inverclyde Health and Social Care Partnership NHS GREATER GLASGOW AND CLYDE Board Meeting 20 th January 2015 Paper Number: 15/01c Author: Brian Moore, Chief Officer Designate Inverclyde Health and Social Care Partnership Report to NHS Greater Glasgow

More information

MENTAL HEALTH AND WELL BEING SUPPORT GROUP. REPORT OF VISIT TO BORDERS 26 June Report of Visit to Borders 26 June 2001 (Pages 1 to 4)

MENTAL HEALTH AND WELL BEING SUPPORT GROUP. REPORT OF VISIT TO BORDERS 26 June Report of Visit to Borders 26 June 2001 (Pages 1 to 4) MENTAL HEALTH AND WELL BEING SUPPORT GROUP REPORT OF VISIT TO BORDERS 26 June 2001 Report of Visit to Borders 26 June 2001 (Pages 1 to 4) The 6 Month Progress Report - December 2001 (Pages 5 to 9) 1 MENTAL

More information

Nurse Consultant Impact: Wales Workshop report

Nurse Consultant Impact: Wales Workshop report Nurse Consultant Impact: Wales Workshop report Background Nurse Consultant (NC) posts were established in the United Kingdom in 2000 as part of the modernisation agenda for the NHS. The roles were intended

More information

Child and Adolescent Mental Health Service

Child and Adolescent Mental Health Service NHS Board Contact Email NHS Tayside Tracey Williams, Ken Greig tracey.williams1@nhs.net, ken.greig@nhs.net Title Category Background/ context Problem Child and Adolescent Mental Health Service Mental Health

More information

Joint framework: Commissioning and regulating together

Joint framework: Commissioning and regulating together With support from NHS Clinical Commissioners Regulation of General Practice Programme Board Joint framework: Commissioning and regulating together A practical guide for staff January 2018 Publications

More information

PEC meeting Patient and Public. Quality and Governance meeting Quarterly from August PEC meeting

PEC meeting Patient and Public. Quality and Governance meeting Quarterly from August PEC meeting Appendix 3 PPI strategy Bristol CCG Patient and Public Involvement (PPI) Action Plan 2014/15 To be read in conjunction with the CCG Equality and Diversity Action Plan, and Communications Action Plan Strategic

More information

NORTH WALES CLINICAL STRATEGY. PRIMARY CARE & COMMUNITY SERVICES SBAR REPORT February 2010

NORTH WALES CLINICAL STRATEGY. PRIMARY CARE & COMMUNITY SERVICES SBAR REPORT February 2010 NORTH WALES CLINICAL STRATEGY PRIMARY CARE & COMMUNITY SERVICES SBAR REPORT February 2010 Situation The Primary Care & Community Services workstream had been tasked with answering the following question:

More information

Perth and Kinross Council Scrutiny Report

Perth and Kinross Council Scrutiny Report Perth and Kinross Council Scrutiny Report Publication code: OPS-0711-050 June 2011 1. Introduction On 1st April 2011 the functions of the Social Work Inspection Agency, the Care Commission and the section

More information

REVIEW OF WEST GLASGOW MINOR INJURIES SERVICES OPTION APPRAISAL INFORMATION

REVIEW OF WEST GLASGOW MINOR INJURIES SERVICES OPTION APPRAISAL INFORMATION REVIEW OF WEST GLASGOW MINOR INJURIES SERVICES OPTION APPRAISAL INFORMATION August 2017 1 CONTENTS Option appraisal process 3 Option appraisal flow chart 5 Options 6 Benefits criteria 7 Option appraisal

More information

NHS GRAMPIAN. Local Delivery Plan (LDP) 2016/17 Progress Report on Primary Care Chapter

NHS GRAMPIAN. Local Delivery Plan (LDP) 2016/17 Progress Report on Primary Care Chapter NHS GRAMPIAN Board Meeting 06.04.17 Open Session Item 8 Local Delivery Plan (LDP) 2016/17 Progress Report on Primary Care Chapter 1. Actions Recommended The Board is asked to: Note and endorse the progress

More information

Control: Lost in Translation Workshop Report Nov 07 Final

Control: Lost in Translation Workshop Report Nov 07 Final Workshop Report Reviewing the Role of the Discharge Liaison Nurse in Wales Document Information Cover Reference: Lost in Translation was the title of the workshop at which the review was undertaken and

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

BIRMINGHAM CITY COUNCIL SERVICE REVIEWS GREEN PAPER UPDATE: ADULTS SOCIAL CARE INTRODUCTION THE BUDGET NUMBERS

BIRMINGHAM CITY COUNCIL SERVICE REVIEWS GREEN PAPER UPDATE: ADULTS SOCIAL CARE INTRODUCTION THE BUDGET NUMBERS BIRMINGHAM CITY COUNCIL SERVICE REVIEWS GREEN PAPER UPDATE: ADULTS SOCIAL CARE INTRODUCTION Birmingham City Council is facing a big challenge, having to cut the budget we can control by half over seven

More information

PATIENT EXPERIENCE AND INVOLVEMENT STRATEGY

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

More information

Reviewing the Quality of Integrated Health and Social Care, Social Work, Early Learning and Childcare and Criminal Justice Social Work in Scotland

Reviewing the Quality of Integrated Health and Social Care, Social Work, Early Learning and Childcare and Criminal Justice Social Work in Scotland Reviewing the Quality of Integrated Health and Social Care, Social Work, Early Learning and Childcare and Criminal Justice Social Work in Scotland Social Work and Social Care Improvement Scotland s Annual

More information

Quality of Care Approach Quality assurance to drive improvement

Quality of Care Approach Quality assurance to drive improvement Quality of Care Approach Quality assurance to drive improvement December 2017 We are committed to equality and diversity. We have assessed this framework for likely impact on the nine equality protected

More information

EXECUTIVE MEDICAL DIRECTOR JOB DESCRIPTION. Medical Education Leads Clinical Directors (professional leadership) Director of Clinical Audit

EXECUTIVE MEDICAL DIRECTOR JOB DESCRIPTION. Medical Education Leads Clinical Directors (professional leadership) Director of Clinical Audit EXECUTIVE MEDICAL DIRECTOR JOB DESCRIPTION Job Title: Accountable to: Responsible for: Executive Medical Director Chief Executive Director of Research & Development Medical Education Leads Clinical Directors

More information

NHS Wales Delivery Framework 2011/12 1

NHS Wales Delivery Framework 2011/12 1 1. Introduction NHS Wales Delivery Framework for 2011/12 NHS Wales has made significant improvements in targeted performance areas over recent years. This must continue and be associated with a greater

More information

Local Delivery Plan Guidance 2016/17

Local Delivery Plan Guidance 2016/17 The Scottish Government Directorate for Health Performance & Delivery Dear Colleague Local Delivery Plan Guidance 2016/17 Summary The LDP Guidance 2016-17 sets out the performance contract between the

More information

Delegated Commissioning Updated following latest NHS England Guidance

Delegated Commissioning Updated following latest NHS England Guidance Delegated Commissioning Updated following latest NHS England Guidance 13th August 2015 Croydon, Kingston, Merton, Richmond, Sutton and Wandsworth NHS Clinical Commissioning Groups and NHS England (Direct

More information

The Integrated Support and Assurance Process (ISAP): guidance on assuring novel and complex contracts

The Integrated Support and Assurance Process (ISAP): guidance on assuring novel and complex contracts The Integrated Support and Assurance Process (ISAP): guidance on assuring novel and complex contracts Part A: Introduction Published by NHS England and NHS Improvement August 2017 First published: Friday

More information

Intensive Psychiatric Care Units

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

More information

corporate management plan

corporate management plan corporate management plan 2012-2013 2 Contents 1. Introduction 2. Overview of the Trust 3. Our purpose, values and core objectives 4. Safety & Quality Corporate Objectives 5. Modernisation Corporate Objectives

More information

Paul Gray Director General Health and Social Care Chief Executive of NHS Scotland. 30 January Dear Paul. Context and Remit

Paul Gray Director General Health and Social Care Chief Executive of NHS Scotland. 30 January Dear Paul. Context and Remit NHS Tayside Assurance and Advisory Group Directorate for Health Finance Paul Gray Director General Health and Social Care Chief Executive of NHS Scotland 30 January 2018 Dear Paul Context and Remit On

More information

Improving UK health care. Nuffield Trust strategy

Improving UK health care. Nuffield Trust strategy Improving UK health care Nuffield Trust strategy 2015 2020 Our approach The Nuffield Trust is an independent health charity. We want to help achieve a high-quality health and social care system that improves

More information