Governing Body Meeting
|
|
- Holly Lindsey
- 5 years ago
- Views:
Transcription
1 GP/GB/ Governing Body Meeting 25 September 2014 Report Title: Written By: Presented By: Urgent Care Transformation Programme Update Nicola Walsh, Interim Transformation Programme Manager Iain Crossley, Chief Finance and Contracting Officer Purpose of the paper: The Central Lancashire health and social care economy has invested in a number of schemes and clinical developments which will improve the patient experience of urgent care services, ensure patients are treated in the most appropriate settings and consequently reduce inappropriate admissions and subsequent readmissions into hospital. This paper provides an update from the Urgent Care Board for all the partners involved in the Urgent Care Transformation programme on the progress of the projects over the first 6 months of mobilisation. Key Issues: Background The programme is overseen by the Urgent Care Board on behalf of the Clinical Senate. Regular reports have been made available for all partners over the last few months; including a world cafe event which showcased the work streams and a more intensive review of the work streams which was discussed at the joint CCG Governing Body development session in July. The programme has already attracted national interest; as the partners are aware, the 7 day access work stream received a national award and the full programme has been submitted to the NHS Leadership Academy as an example of excellence in partnership working. The attached report has been developed by the Urgent Care Board to show the progress against the seven key work streams at the end of the first 6 months of mobilisation. Impact to Date At this early stage of a 2-3 year journey it is difficult to directly attribute success to the individual work streams; however, progress against the project deliverables is already favourable when benchmarked against the performance of similar health economies. Nationally there has been an increase in Emergency Department attendances of 3% over last year whilst in Lancashire the pressures are even higher; 7.6% in total. However, in Central Lancashire the trend has been slowed as the economy is only experiencing a Urgent Care Transformation Programme Update NHS Greater Preston CCG Governing Body Meeting 25 September 2014
2 1.7% increase. The level of admissions has risen, however, there are no indications that this has not been the appropriate response. Alongside this, Lancashire Teaching Hospitals FT has delivered the A&E 4 hour target for the last four consecutive quarters and is on target to deliver it again in Q2 2014/15. This provides a degree of reassurance that the changes in the system are having an impact on the service experience for patients. Transformation Programme Project Work Streams: The programme is divided into 7 work streams: Step Up Step Down Community bed occupancy in the rehabilitation unit has increased by 20% since 2012/13 and domiciliary rehabilitation usage has increased by over 25% with the contract running continually at over 95%. However, at present this is having limited impact on length of stay at the hospital. An enhanced bed based model with Lancashire Care FT is being scoped to increase the impact and relieve system pressures. Ambulatory Care The COPD pathway is fully operational with early reports showing positive impacts. However, the redesign of the heart failure pathway has been slightly delayed. Main Access Point The service specification drafted and ready for wider consideration by partners. Self-Care/Self-Management All links have been made across all of the other projects now and impact measures have been identified to Self-Care/Self-Management and Connect 4 Life. Core Personal Profile A patient information leaflet is currently being reviewed by the Patient Advisory Group and once GP practices Information Governance agreements are in place an informed decision can be made on how the Core Personal Profile is hosted. Redesign Emergency Department Front Door The Urgent Care Service model has been determined and phase 1 of the implementation is underway. Construction at Chorley Hospital of the enhanced facilities has started. The Governing body is currently considering the appropriate procurement options for commissioning this service Integrated Neighbourhood Teams The Senate has considered the progress to date and further enhancements to the mobilisation timetable have been agreed. The roll out of MDT s continues and the project plan is being redefined to ensure there is enhanced support for each locality based on the need on each locality/peer group. Regular updates have been provided to the GP Peer groups and CCG Membership Council to ensure all GP practices are aware of the implementation plans. Urgent Care Transformation Programme Update NHS Greater Preston CCG Governing Body Meeting 25 September 2014
3 An updated service specification has been drafted to more closely define the requirements of all service providers involved in Integrated Neighbourhood Teams and will be available shortly for wider consideration by partners. Operational Resilience The CCG Governing Body is considering a separate paper on the urgent care system enhancements required to deliver services over the winter period; many of these short term changes are supporting the transformational work streams. Actions Required by Governing Body Members: The Governing Body is asked to note the current progress in the mobilisation of the Urgent Care Transformation Programme. Urgent Care Transformation Programme Update NHS Greater Preston CCG Governing Body Meeting 25 September 2014
4 Central Lancashire Health Economy Whole system Urgent Care Transformation programme Urgent Care Board Report for Partner Governing Bodies/Boards September 2014
5 Projects Ambulatory Care Redesign Emergency Department Front Door Step Up, Step Down Core Personal Profile Integrated Neighbourhood Teams Main Access Point Self Care, Self Management Governance and work streams Partner Organisations Lancashire County Council Lancashire Teaching Hospitals NHSFT Lancashire Care NHSFT Chorley & South Ribble CCG Greater Preston CCG Clinical Senate Urgent Care Board UC Transformation working group Governance Forums Governing Body Monthly Clinical Senate Monthly Urgent Care Board Fortnightly Joint Executive Committee Weekly Urgent Care Transformation Group Whole System Urgent Care Transformation Programme Enabling Workstreams Information Technology Communications & Engagement Finance & Benefits Seven Day Access
6 Exec Lead: Iain Crossley (CCG) Programme Lead: Nicola Walsh (CCG) Programme Management Support: Sharron Livesey (CCG) Programme management Programme Aim Local people who need access care should receive support which is fit for purpose in a timely fashion. The system will need to achieve a balance between patient experience, quality outcomes, access and cost. To achieve this we will develop a simplified, proactive, robust system for patients that will promote health and well being, and redirect current levels of urgent care into planned or managed care within the whole health and social care system 24/7. People first, partners will have joint ownership and accountability for enabling people, families and communities to have a good life of their choice, within the resources they have Everyone has a bed it is in their own home, People expect to receive care and support close to their home No person will need to make a decision about long term care and support in a hospital bed Discharge to Assess not Assess to Discharge People will receive seamless care and support, regardless of the number of clinicians or practitioners involved in their life People will be supported to stay connected with local family and community networks and resources that keep them safe and well Resources, including voluntary community faith sector and community assets will be wrapped round local GP surgeries and coordinated through integrated neighborhood team arrangements We will pro-actively manage capacity and demand as one community of partners, utilising combined resources to ensure right support in the right place at the right time, 7 days a week, 365 days a year Update from previous month SRO meetings recommenced from 2 nd September Update paper to JEC and Senate completed Issues raised regarding attendance and delivery of milestones Next Steps of KPI dashboard report to Governing Body in September Update to Clinical Senate in September
7 Redesign Emergency Department Front Door SRO: Andrea Trafford (CCG) Project Lead: Richard Audley Project Aim Redesigning the Emergency Department (ED) front doors at both Chorley and Preston to improve streaming of patients to the most appropriate care pathway. This will include developing Urgent Care Centres at both sites to provide primary care 24/7 in addition to the existing care streams in the ED. Improving access to primary care for patients who attend ED: This will minimise the number of minors ED attendances and inappropriate ED attendances treated within existing ED streams that can otherwise effectively treated in primary care Appropriate streaming of patients when they present at the ED front door: This will ensure that patients have the quickest possible access to the most appropriate care for their condition Reduce the number of patients treated within the existing ED streams: This will increase the likelihood of LTH achieving the 4 hour access target in ED Diversion of patients to more appropriate health care services Colocate urgent primary care provision with ED 24 hours a day: This will promote models of care that optimise the ways that staff work in OOH and ED This will promote cooperation and integration between OOH and ED Achievements during previous month Deliverables planned up to the end of September 2014 Chorley Medics and Preston Primary Care are forming a new joint venture company to deliver Urgent Care Services which is in the process of being formalised legally Discussions are on-going between LTHTR and Chorley Medics/Preston Primary Care (CMPPC) in relation to delivery of a Pilot UCC service at both CDH and RPH by CMPPC. Next meeting between CMPPC and LTHTR ED staff and management is planned for 4 th September. Confirmation of implementation plan to get to pilot phase 1 commencement by mid September due on Thursday 4 September Confirm procurement option with Governing Body in September
8 Ambulatory Care sensitive conditions SRO: Emma Foster (LCFT) Project Lead: Elizabeth Fleming (CCG) Project Aim Develop clear pathways and models of care for conditions included in the Directory of Ambulatory Care Sensitive Conditions (ACSC) to minimise the risk of admission to hospital for these conditions. Achievements during previous month Heart Failure pathway re-design commenced Patients identified with COPD have now been loaded onto the Quadramed system enabling Community Teams the ability to directly access patients presenting on wards with COPD. The view will show patients in an Acute setting and will allow them to plan interventions in hospital as appropriate. Deliverables planned up to the end of September 2014 COPD: Interim evaluation of Qtr 1 of admission avoidance pilot pathway by Sep-14 COPD: Agree model for spirometry and pulmonary rehab by Sep-14 Proactive case management of ACSC by multidisciplinary teams This will enable primary, community and secondary care teams to work in an integrated manner and proactively manage patients with ACSC This will minimise the risk of acute events, thereby reducing 999 calls, ED attendances and non-elective admissions Implementation of new pathways of care for ACSC: These new pathways will be supported through community-based services which will provide alternatives to hospital admission and where appropriate, will provide early supported discharge services Improve outcomes for people with an ACSCs: Patient outcomes will be at the centre of the pathway redesign, and all new pathways will be monitored to ensure effectiveness, experience and safety Deliverables planned up to the end of September 2014 continued Heart Failure: Agree current and future state at Director Level meeting - ACHIEVED Gastroenterology and Dehydration: Agree through Ambulatory Care Clinical Pathways meeting (Interdependency UCC) to roll out upper GI bleed ambulatory care pathway to UCC by Sep-14 ENT (pediatrics): Undertake stakeholder workshop and agree current state and desired future state. At workshop scope possibility of ambulatory care pathway for Feverish Child by Sep-14 ENT (pediatrics): Agree draft ambulatory care pathway for Feverish Child by Sep-14 Diabetes: Agree future service model for diabetes foot screening by Sept- 14
9 Step up, Step down SRO: Terry Mears (LCC) Project Lead: Kate Burgess (LCC) and Jane Kitchen (CCG) Project Aim This project will develop discharge and admission avoidance pathways that enabling people to leave hospital in a timely and appropriate way, with the opportunity to access appropriate rehabilitative services. The project will support admission avoidance and ensure that people have the opportunity for thorough assessment and informed decision making away from an acute setting. The service will offer person centred support, wherever possible it will be delivered in a persons usual place of residence. At the end of a period of rehabilitation people will be re-connected to their communities and feel more able to manage their own condition. Implement discharge to assess model throughout Lancashire Teaching Hospitals: Implement an integrated discharge and admission avoidance team Develop service to ensure it can meet demand in terms of volume and acuity Understand the role for medical rehabilitation within an acute setting Reduce number of delayed transfers of care within acute setting Develop the use of step up service to support admission avoidance: Clear defined pathways for health and social care professionals to access the service Widely communicate the service offer The service will offer, a period of assessment, recuperative care and or rehabilitation Achievements during previous month Deliverables planned up to the end of September 2014 Lancashire Teaching Hospitals NHS Foundation Trust have agreed to develop an Integrated Discharge Team with key partners to achieve better patient flows 10% increase in the Domiciliary rehabilitation/ crisis contract The Step Up, Step Down (SUSD) electronic referral form has been updated, this will be passed to the Quadramed and EMiS team for inclusion in their software, reducing the need for the manual telephone referral from LTHTR. It will also ensure that the referral indicates it relates to SUSD. The community minimum dataset will provide a view of SUSD activity and cross reference to admissions and admissions avoidance which is key for winter pressures INT support wrapped around residential bed provision implemented by Sep-14 10% Increase number of people stepping up from community by Sep-14 LCFT to prepare an improved proposal on the SUSD model for Clinical Senate Sept 14
10 Core Personal Profile SRO: Terry Mears (LCC) Project Lead: Kate Burgess (LCC) and John Mercer(LCFT) Project Aim Develop a single summary assessment form that can be used by a range of hospital and community health and social care professionals to undertake a baseline assessment of patient s health and social care needs to simplify and speed up the assessment process. This will be stored in a central, web-based system that all health and social care providers can access, together with the patient s end of life care plan and safeguarding assessment, where appropriate. Rationalising the assessment process will minimise duplication: This will provide an improved patient experience and will minimise the amount of time that care professionals spend undertaking assessments This will minimise Delayed Transfer of Cares caused by patients awaiting assessments either for social care or other non-acute NHS care A single assessment process will ensure that all health and social care professionals providing care to an individual patient will have a consistent understanding of the patients care needs: This will ensure improved continuity with care planning and provision for an improved patient experience Ensuring that all health and social care professionals have 24/7 access to end of life care plan and safeguarding assessment: This will minimise the risk of patients being inappropriately taken to hospital and will therefore reduce the proportion of patients conveyed to hospital by ambulance Achievements during previous month Deliverables planned up to the end of September 2014 Partnership agreement now in place between developers. The demo of the CPP will be available to view on the Patient Knows Best portal by Oct 14 An options appraisal of all available Core Personal Profile opportunities to be undertaken by Aug-14 - ACHIEVED A pilot to be undertaken with two GP practices once IG agreements are in place and a CPP has been agreed by Sep-14 DECISION MADE TO ROLL OUT ACROSS ALL PRACTICES AWAITING FEEDBACK FROM PATIENT ADVISORY GROUP GP IT strategy links made with the UC programme, to be presented to JEC Sept 14
11 Self Care, Self Management SRO: Terry Mears (LCC) Project Lead: Jacqui Sutton (LCC) and Kim Haworth (LCC) Project Aim Self-care will be a function that threads through the new 'Better Care, Better Value' models of care in Central Lancashire. It will focus on empowering individuals to take responsibility for their own health and well-being by understanding what makes sense to each individual. It will encourage them to self-manage their own condition including symptom management, adapting to their conditions, and dealing with the emotions arising from having the condition such as anxiety and depression. Current service provision does not have a structure or clear guidelines for patient education - the experience is varied across the services and pathways and can be disease specific. There are also no defined linkages or pathways to the social care offer which will prove to be decisive if the project is to be sustainable. Review of CCG and LCC contracts with a view to aligning to support self care, self management (SCSM) Key recommendations paper to inform redesign of contracts for SCSM Assist with early implementation of COPD pathway Identify measures to track impact of SCSM activity Develop focus groups with clinicians and citizens, family carers to understand what works/doesn't work re SCSM Achievements during previous month Deliverables planned up to the end of September 2014 Four new staff members took up post on the 26th August enabling additional capacity to manage the volume of referrals Increased numbers of referrals have been received since the start of the project equating to an increase of approximately 40% Bi-monthly newsletters that dovetail with the activity of the stakeholder groups to ensure the progress of the Connect 4 Life project is communicated to a wide range of stakeholders including all GP surgeries was circulated in August. To request a copy contact Rebecca.Addey@lancashire.gov.uk A Community Connectors event was held in the Fulwood area during August to promote neighbourly connections Understand the measurements and impact assessment of SCSM Align and embed the values within COPD with the self assessment tool Joint work with Ian Roberts to investigate the potential to jointly commission suitable community contracts by Aug-14 Complete draft paper with key recommendations to inform redesign of contracts for SCSM by Sep-14 Joint work with Lynne Bax (PhD student) on promoting How Are You Today tool and to explore opportunities for evidencing the effectiveness of the tool and how to develop joint evidence base and promotion by Aug-14 - ACHIEVED Align and embed the values within COPD with the self-assessment tool by joint working with Sarah Hurst Lead Physiotherapist Respiratory Service COPD Pathway by Sep-14 Identify measures through partnership work to track impact of SCSM activity by Sep-14 Undertake first focus group (COPD) to understand what works/does not work for SCSM, learning from this will inform future focus groups by Sep- 14
12 Integrated Neighborhood Teams SRO: Terry Mears (LCC) Project Lead: Nicola Walsh Project Aim To establish eleven multi-disciplinary integrated neighborhood teams (INTs) serving central Lancashire. These will be arranged around naturally forming community populations aligned with GP practices. Each integrated team will relate to a total population of around 30-45,000. These have grouped a number of communities with similar demography/ geography together. Public health information will further inform our understanding of the needs and characteristics of these populations and thereby shape the longer term workforce & service development. The teams will work closely with GP practices to provide care to people with longterm condition and including those with complex health and social care needs, to help them live independently in the community. Each INT will manage a cohort of patients at high risk of admission/ readmission to hospital because of complex medical and social needs. They are likely to represent 0.5-1% of the total neighbourhood population served by the team- A cohort of patients per integrated team. These patients will have been identified through the Risk stratification tool in GP surgeries (which also has a predictive risk of readmission) or through clinical decision making. End of Life patients will also be managed within the Community Admission Prevention function offered by the INT. This group of patients will receive multidisciplinary case management and close regular review by GP and INT. The approach will be broad to ensure the teams meet the needs of adults of all ages, with a wide range of long-term conditions. The teams will include a wider social care offer from Voluntary, Community and Faith Sectors and community assets, facilitated through local area co-ordination. Implement the introduction of a risk stratification model within GP practices Ensure processes are in place to support the utilisation of the risk stratification tool by GPs and integrated teams Plan and oversee the development and implementation of integrated health and social care teams Enable the teams to be co-located where possible incorporating physical and mental health nursing and therapy staff and social care Ensure these team members have the skills to ensure better management of multiple long term conditions Incorporate the voluntary/ third sector where possible Enable integrated teams and their patients to access specialist services as appropriate, in a timely manner Achievements during previous month Deliverables planned up to the end of September 2014 Paper circulated to Senate awaiting feedback from recommendations Service specification agreed SENATE 18-SEP Have full view of staffing within the INT AWAITING CONFIRMATION Scope the requirements to build a local focus for each INT DUE SEPTEMBER
13 Main Access Point SRO: Terry Mears (LCC) Project Lead: Nicola Walsh Project Aim Main Access Point (MAP) project is a clinically driven and patient focused change project which aims to develop and implement a 24/7 single point of referral service for community services within Central Lancashire. The MAP service will support the referring clinician by providing straight forward and simple telephone/electronic/ /fax referrals that would allow the clinician to maximise the amount of time with patients and to match the patient s needs to an appropriate service in the locality nearest to the patient s own home. This service will support integration by being one point of contact into all community services and will be supported by a comprehensive directory of services, which will identify all community services capacity and availability by time of day. This new service will offer GPs and other healthcare professionals a single point of contact into community services which will help to avoid admissions and support discharge processes. Main Access Point in the interim stage would be the single point of referral contact centre for District Nurses, Community Matrons and Therapy Teams for GPs. Design, Develop and Implement Single Electronic Referral form, Telephone Number, Fax Number and Electronic Referral pathways for all community services. Develop and Implement the referral pathways for community services covered by MAP. Achievements during previous month Deliverables planned up to the end of September 2014 Paper circulated to Senate awaiting feedback from recommendations Virgin Media have installed an additional 20 telephone lines into the Main Access Point which will come on-stream by the end of August. This will provide increased telephone capacity reducing the likelihood of getting an engaged tone. Standard operating procedure to be agreed Referral process agreed All IG issues to be resolved
14
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 informationGeneral Practice 5 Year Forward View Operational Plan Leicester, Leicestershire and Rutland (LLR) STP
Leicester City Clinical Commissioning Group West Leicestershire Clinical Commissioning Group East Leicestershire and Rutland Clinical Commissioning Group General Practice 5 Year Forward View Operational
More informationPlans for urgent care in west Kent:
Plans for urgent care in west Kent: Introduction and background A summary of our draft strategy NHS West Kent Clinical Commissioning Group (CCG) is working to improve urgent care services and we would
More informationIntegrated Health and Care in Ipswich and East Suffolk and West Suffolk. Service Model Version 1.0
Integrated Health and Care in Ipswich and East Suffolk and West Suffolk Service Model Version 1.0 This document describes an integrated health and care service model and system for Ipswich and East and
More informationShaping the best mental health care in Manchester
Clinical Transformation Plans Manchester Shaping the best mental health care in Manchester Meeting the needs of our communities Improving Lives OUR SHARED WAY AHEAD... Clinical Service Transformation in
More informationYou 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 informationSouth East Essex. Discharge to Assess Strategy
South East Essex Discharge to Assess Strategy 2018-2020 Version 3.5 27 th March 2018 Document Control: Revision: Name Date: Version 2.0 Shirley Regan 12 December 2017 Version 2.1 Amendments-Paul 19 December
More informationMain 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 informationJames 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 informationTHE EMERGING PICTURE OF NEW CARE MODELS IN THE ENGLISH NHS
THE EMERGING PICTURE OF NEW CARE MODELS IN THE ENGLISH NHS ICCHNR SYMPOSIUM University of Kent at Canterbury 15 th -16 th September 2016 Dr John M Ribchester GP Chair and Clinical Lead for Encompass MCP
More informationUtilisation Management
Utilisation Management The Utilisation Management team has developed a reputation over a number of years as an authentic and clinically credible support team assisting providers and commissioners in generating
More informationNational 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 informationPsychological Therapies for Depression and Anxiety Disorders in People with Longterm Physical Health Conditions or with Medically Unexplained Symptoms
Psychological Therapies for Depression and Anxiety Disorders in People with Longterm Physical Health Conditions or with Medically Unexplained Symptoms Guide for setting up IAPT-LTC services 1. Aims The
More information15. 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 informationClinical Pharmacists in General Practice March 2018
Clinical Pharmacists in General Practice March 2018 1. Background Following a successful national pilot programme, the General Practice Forward View committed over 100million to support an extra 1,500
More informationYour Care, Your Future
Your Care, Your Future Update report for partner Boards April 2016 Introduction The following paper has been prepared for the Board members of all Your Care, Your Future partner organisations: NHS Herts
More informationThe safety of every patient we care for is our number one priority
HUMBER NHS FOUNDATION TRUST INFECTION PREVENTION AND CONTROL STRATEGY 2015-2017 1. Introduction Healthcare associated infections (HCAI) continue to be a major cause of patient harm and although nationally
More informationSCOTTISH BORDERS HEALTH & SOCIAL CARE INTEGRATED JOINT BOARD UPDATE ON THE DRAFT COMMISSIONING & IMPLEMENTATION PLAN
Appendix-2016-59 Borders NHS Board SCOTTISH BORDERS HEALTH & SOCIAL CARE INTEGRATED JOINT BOARD UPDATE ON THE DRAFT COMMISSIONING & IMPLEMENTATION PLAN Aim To bring to the Board s attention the Scottish
More informationSouth Warwickshire s Whole System Approach Transforms Emergency Care. South Warwickshire NHS Foundation Trust
South Warwickshire s Whole System Approach Transforms Emergency Care South Warwickshire NHS Foundation Trust South Warwickshire s Whole System Approach Transforms Emergency Care South Warwickshire NHS
More informationIUC and Vanguard. Greater Nottingham Integrated Urgent Care 1
IUC and Vanguard The 2016/17 Vanguard funding has been confirmed at 1.3M This funding is to deliver the 8 elements of Integrated Urgent Care by March 2017 With careful management of funds we will be able
More informationRedesign of Front Door
Redesign of Front Door Transforming Acute and Urgent Care Strategic Background and Context Our Change and Improvement Programme What have we achieved and how? What did we learn? Ian Aitken, General Manager
More informationGreater Manchester Health and Social Care Strategic Partnership Board
Greater Manchester Health and Social Care Strategic Partnership Board 7 Date: 13 October 2017 Subject: Report of: Greater Manchester Model for Urgent Primary Care Dr Tracey Vell, Associate Lead for Primary
More informationEnd 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 informationMid and South Essex Success Regime Overview and next steps. Andy Vowles, Programme Director. 18 April 2016
Mid and South Essex Success Regime Overview and next steps Andy Vowles, Programme Director 18 April 2016 What s in this briefing Part 1 overview Background to the Success Regime Action to date The challenge
More informationHalton. Local system review report Health and Wellbeing Board. Background and scope of the local system review. The review team
Halton Local system review report Health and Wellbeing Board Date of review: 21-25 August 2017 Background and scope of the local system review This review has been carried out following a request from
More informationThis will activate and empower people to become more confident to manage their own health.
Mid Nottinghamshire Self Care Strategy 2014-2019 Forward The Mid Nottinghamshire Self Care Strategy will be the vehicle which underpins our vision to deliver an increased understanding of and knowledge
More informationA 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 informationNHS ENGLAND BOARD PAPER
NHS ENGLAND BOARD PAPER Paper: PB.28.09.2017/07 Title: Update on Winter resilience preparation 2017/18 Lead Director: Matthew Swindells, National Director: Operations and Information Purpose of Paper:
More informationA new integrated model for Care Homes from Walsall CCG/Healthcare NHS Trust
A new integrated model for Care Homes from Walsall CCG/Healthcare NHS Trust Sally Roberts - Director of Governance, Quality & Safety. Walsall CCG Katie Welborn Advanced Nurse Practitioner- Walsall Healthcare
More informationOPERATIONAL PERFORMANCE REPORT: March Swindon Community Health Services Overview
OPERATIONAL PERFORMANCE REPORT: March 2018 Swindon Community Health Services Overview 1.0 Introduction This overview brings to the attention of committee members the key areas of Community Health Service
More informationHealthy Wirral Vanguard New Care Model Value Proposition th February 2016
Healthy Wirral Vanguard New Care Model Value Proposition 2016-17 8 th February 2016 1 Contents Section Page(s) Introduction and Strategic context Page 3 High level Programme Overview Page 4 Enablers: Cross
More informationMarginal Rate Emergency Threshold. Executive Summary
Part 1 meeting of the Castle Point and Rochford CCG Governing Body held on 29 th September 2016 Agenda item 16 Marginal Rate Emergency Threshold Submitted by: Prepared by: Status: Robert Shaw, Joint Director
More informationDELIVERING 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 informationShakeel Sabir Head of MERIT Vanguard
MERIT Excellence, Resilience Innovation & Training Jointly developing Mental Health Service in the West Midlands Shakeel Sabir Head of MERIT Vanguard Background - New care models Multispecialty community
More informationIntegrated Care in North Central London
Integrated Care in North Central London 5 th July 2012 Sylvia Kennedy AD Strategy & Planning Strategic context Many of our frailest and sickest groups receive care in a fragmented and disorganised way
More informationcare PROactive Personalised Preventative Targeted Integrated one two three four five six seven eight
three four five six seven Personalised Preventative Targeted Integrated NHS Crawley Clinical Commissioning Group NHS Horsham and Mid Sussex Clinical Commissioning Group Sussex Community NHS Trust Sussex
More informationMental Health Crisis Pathway Analysis
Mental Health Crisis Pathway Analysis Contents Data sources Executive summary Mental health benchmarking project (Provider) Access Referrals Caseload Activity Workforce Finance Quality Urgent care benchmarking
More informationThe Suffolk Marie Curie Delivering Choice Programme
The Suffolk Marie Curie Delivering Choice Programme Phase III A report on progress and achievements Date: April 2012 Author: Sandy Barron Project Lead Manager Design and Development - MCDCP 1 Table of
More informationAppendix 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 informationIn 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 informationStrategic Risk Report 4 July 2016
Strategic Report 4 July 20 Haringey CCG Register Introduction The Strategic Report (historically known as the Board Assurance Framework) evidences Haringey Clinical Group s control over the delivery of
More informationSWLCC Update. Update December 2015
SWLCC Update Update December 2015 Croydon, Kingston, Merton, Richmond, Sutton and Wandsworth NHS Clinical Commissioning Groups and NHS England Working together to improve the quality of care in South West
More informationBristol 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 informationIntegrated respiratory action network for patients with COPD
Integrated respiratory action network for patients with COPD In this Future Hospital Programme case study Dr Helen Ward describes how a team from The Royal Wolverhampton NHS Trust established a respiratory
More informationUpdate 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 information04c. Clinical Standards included in the Strategic Outline Care part 1, published in December 216
0c Clinical s included in the Strategic Outline Care part, published in December 6 Clinical standards The following clinical standards were included in the Strategic Outline Case part (SOC), published
More informationWelcome to the latest edition of the Accountable Care Network bulletin designed to keep you up to date with integrated care in County Durham.
June 2017 Welcome to the latest edition of the Accountable Care Network bulletin designed to keep you up to date with integrated care in County Durham. In this edition: An update on Teams Around the Patients
More informationCCG authorisation Case Study Template NHS Croydon Clinical Commissioning Group. Urgent Care Redesign
CCG name: CCG authorisation Case Study Template NHS Croydon Clinical Commissioning Group Case study title: Urgent Care Redesign CCG case study number: (specify 1 to 5) Does the case study provide core
More informationDischarge to Assess Standards for Greater Manchester
Discharge to Assess Standards for Greater Manchester 1 Contents 1. Introduction... 3 2. Definition of Discharge to Assess... 3 3. Discharge to Assess Pathways... 4 4. Greater Manchester Standards for Discharge
More informationThis SLA covers an enhanced service for care homes for older people and not any other care category of home.
Care Homes for Older People Service Level Agreement 2016-2019 All practices are expected to provide essential and those additional services they are contracted to provide to all their patients. This service
More informationCOPD SERVICE RE-DESIGN
COPD SERVICE RE-DESIGN Dr Mukesh Singh GP Principal & GPwSI Respiratory Medicine, Horse Fair Practice, Rugeley Clinical Lead LTC & Governing Body member Cannock Chase CCG COPD DRIVERS FOR RE-DESIGN DOH
More informationStandardising Acute and Specialised Care Theme 3 Governance and Approach to Hospital Based Services Strategy Overview 28 th July 2017
Standardising Acute and Specialised Care Theme 3 Governance and Approach to Hospital Based Services Strategy Overview 28 th July 2017 Background Theme 3 builds upon previous key strategic commissioning
More informationOFFICIAL. Integrated Urgent Care Key Performance Indicators and Quality Standards Page 1 of 20
Integrated Urgent Care Key Performance Indicators and Quality Standards 2018 Page 1 of 20 NHS England INFORMATION READER BOX Directorate Medical Operations and Information Specialised Commissioning Nursing
More informationSame day emergency care: clinical definition, patient selection and metrics
Ambulatory emergency care guide Same day emergency care: clinical definition, patient selection and metrics Published by NHS Improvement and the Ambulatory Emergency Care Network June 2018 Contents 1.
More informationPersonalised Health and Care 2020: Next steps
Personalised Health and Care 2020: Next steps Paul Rice PhD Head of Technology Strategy NHS England www.england.nhs.uk Better use of data and technology has the power to improve health, transforming
More informationSuffolk Health and Care Review
Suffolk Health and Care Review Update on Health and Social Care System Redesign and Re-commissioning of GP Out of Hours, 111 and Community Healthcare services An Insight into the Health and Social Care
More informationNHS GRAMPIAN. Grampian Clinical Strategy - Planned Care
NHS GRAMPIAN Grampian Clinical Strategy - Planned Care Board Meeting 03/08/17 Open Session Item 8 1. Actions Recommended In October 2016 the Grampian NHS Board approved the Grampian Clinical Strategy which
More informationIn year 1 (15/16) these outcomes will be measured as outlined below and baselines established from robust data for each indicator.
7. Key Performance Indicators (KPIs) (s These KPIs have been selected to demonstrate that care planning in Hillingdon improves patient experience of care, patient s quality of life and improves health
More informationDeveloping out of hospital care: Update on community hubs pilot April 2017 August 2017
Developing out of hospital care: Update on community hubs pilot April 2017 August 2017 Contents Heading 1 Executive summary 3 2 Developing out of hospital care: what we have done 5 3 How have we improved
More informationMental Health Social Work: Community Support. Summary
Adults and Safeguarding Commitee 8 th June 2015 Title Mental Health Social Work: Community Support Report of Dawn Wakeling Adults and Health Commissioning Director Wards All Status Public Enclosures Appendix
More informationShetland NHS Board. Board Paper 2017/28
Board Paper 2017/28 Shetland NHS Board Meeting: Paper Title: Shetland NHS Board Capacity and resilience planning - managing safe and effective care across hospital and community services Date: 11 th June
More informationIslington 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 informationDRAFT 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 informationIntegrated Adult Community Services Event Creating the whole picture
Integrated Adult Community Services Event Creating the whole picture HOUSE-KEEPING Karen Tordoff Head of Service Redesign Jackie Moran Head of Contracting, Performance and Quality Logistics & housekeeping
More informationNHS Rotherham. Contact Details Lead GP Richard Cullen Lead Officer Dominic Blaydon Head of LTC and Urgent Care Purpose:
NHS Rotherham Clinical Commissioning Group Committee: 3 October 2012 Care Co-ordination Centre Contact Details Lead GP Richard Cullen Lead Officer Dominic Blaydon Title Head of LTC and Urgent Care Purpose:
More informationCranbrook a healthy new town: health and wellbeing strategy
Cranbrook a healthy new town: health and wellbeing strategy 2016 2028 Executive Summary 1 1. Introduction: why this strategy is needed, its vision and audience Neighbourhoods and communities are the building
More informationPATIENT AND SERVICE USER EXPERIENCE STRATEGY
PATIENT AND SERVICE USER EXPERIENCE STRATEGY APRIL 2017 TO MARCH 2020 Date 24 March 2017 Version Final Version Previously considered by The Patient Experience Group version 0.1 draft The Executive Management
More informationAdult and Community Services Overview Committee
Page 1 Delayed Transfer of Care Adult and Community Services Overview Committee 9 Date of Meeting 20 January 2016 Officer Director for Adult & Community Services Subject of Report Delayed Transfers of
More informationMelanie Craig NHS Great Yarmouth and Waveney CCG Chief Officer. Rebecca Driver, STP Communications and Jane Harper-Smith, STP Programme Director
Agenda Item: 9 Governing Body Thursday 25 January 2018 Subject: Presented By: Prepared By: Submitted To: Purpose of Paper: Norfolk and Waveney Sustainability and Transformation Partnership Update Melanie
More informationLeicester, Leicestershire and Rutland s Sustainability & Transformation Plan (STP)
Leicester, Leicestershire and Rutland s Sustainability & Transformation Plan (STP) UPDATE Toby Sanders, STP Lead 13 September, 2016 What is the STP? Health and care place based plan for Leicester, Leicestershire
More informationDraft 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 informationSeven day hospital services: case study. South Warwickshire NHS Foundation Trust
Seven day hospital services: case study South Warwickshire NHS Foundation Trust March 2018 We support providers to give patients safe, high quality, compassionate care within local health systems that
More informationReport to Governing Body 19 September 2018
Report to Governing Body 19 September 2018 Report Title Author(s) Governing Body/Clinical Lead(s) Management Lead(s) CCG Programme Purpose of Report Summary NHS Lambeth Clinical Commissioning Group (CCG)
More informationTransforming Clinical Services. Our developing clinical strategy
Transforming Clinical Services Our developing clinical strategy Transforming clinical services A developing clinical strategy for the new Foundation Trust Since 1 April 2011, County Durham and Darlington
More informationNHS GRAMPIAN. Local Delivery Plan - Section 2 Elective Care
NHS GRAMPIAN Local Delivery Plan - Section 2 Elective Care Board Meeting 01/12/2016 Open Session Item 7 1. Actions Recommended The NHS Board is asked to: Consider the context in which planning for future
More informationMEETING 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 informationUrgent Care Short Term Actions to Improve Performance
To: Trust Board From: Chief Operating Officer Date: March 2017 Healthcare standard Title: Urgent Care Short Term Actions to Improve Performance Author/Responsible Director: Michael Woods / Andrew Prydderch
More informationLOCALITY SUMMARIES: September 2017
LOCALITY SUMMARIES: September 2017 Appendix B LOCALITY: BURNLEY KEY AREAS OF DISCUSSION & ACTIONS: Burnley Community Health and Wellbeing Partnership Development Burnley Learning Partnership Small Grants
More informationLocal system reviews. Interim report
Local system reviews Interim report December 2017 The Care Quality Commission (CQC) is the independent regulator of health and adult social care in England. We make sure that health and social care services
More informationEnhanced service specification. Avoiding unplanned admissions: proactive case finding and patient review for vulnerable people
Enhanced service specification Avoiding unplanned admissions: proactive case finding and patient review for vulnerable people 1 Enhanced service specification Avoiding unplanned admissions: proactive case
More informationGeneral 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 informationStrategic Risk Report 12 September 2016
Strategic Report September 20 Haringey CCG Register Introduction The Strategic Report (historically known as the Board Assurance Framework) evidences Haringey Clinical Commissioning Group s control over
More informationNorth West London Accident and Emergency Performance Report for the winter of 2016/17. North West London Joint Health Overview and Scrutiny Committee
North West London Accident and Emergency Performance Report for the winter of 2016/17 North West London Joint Health Overview and Scrutiny Committee 20 April 2017 1 This paper will summarise the performance
More informationWestminster 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 informationQuality Accounts: Corroborative Statements from Commissioning Groups. Nottingham NHS Treatment Centre - Corroborative Statement
Quality Accounts: Corroborative Statements from Commissioning Groups Quality Accounts are annual reports to the public from providers of NHS healthcare about the quality of services they deliver. The primary
More informationMick Hancock, Assistant Director Joint Commissioning
Subject: Meeting: Better Care Fund NHS Milton Keynes CCG Board Date of Meeting: 25 th March 2014 Report of: Mick Hancock, Assistant Director Joint Commissioning Is this document: Commercially Sensitive
More informationMental Health (Wales) Measure Implementing the Mental Health (Wales) Measure Guidance for Local Health Boards and Local Authorities
Mental Health (Wales) Measure 2010 Implementing the Mental Health (Wales) Measure 2010 Guidance for Local Health Boards and Local Authorities Januar y 2011 Crown copyright 2011 WAG 10-11316 F6651011 Implementing
More information1. Introduction. Cllr Maurice Jones Chair Central Bedfordshire Health and Wellbeing Board
Contents: 1. Introduction 2. The Vision for Integrated Care 3. The Case for Change 4. BCF Plans 16/17 Delivery 5. Agreed approach to financial risk share and contingency 6. The National Conditions 7. BCF
More informationNHS 111 Clinical Governance Information Pack
NHS 111 Clinical Governance Information Pack This pack is designed to help you develop your local NHS 111 clinical governance framework and explain how it fits in to the wider context. It takes you through
More informationMeeting in Common of the Boards of NHS England and NHS Improvement. 1. This paper updates the NHS England and NHS Improvement Boards on:
NHS Improvement and NHS England Meeting in Common of the Boards of NHS England and NHS Improvement Meeting Date: Thursday 24 May 2018 Agenda item: 03 Report by: Matthew Swindells, National Director: Operations
More informationUrgent & Emergency Care Strategy Update
RCCG/GB/17/144 Urgent & Emergency Care Strategy Update 1. Introduction The purpose of this paper is to provide assurance on the effective delivery to date of our urgent and emergency care strategy within
More informationTHE VIRTUAL WARD MANAGING THE CARE OF PATIENTS WITH CHRONIC (LONG-TERM) CONDITIONS IN THE COMMUNITY
THE VIRTUAL WARD MANAGING THE CARE OF PATIENTS WITH CHRONIC (LONG-TERM) CONDITIONS IN THE COMMUNITY An Economic Assessment of the South Eastern Trust Virtual Ward Introduction and Context Chronic (long-term)
More informationReducing 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 informationAgenda Item 3.3 IMPLEMENTATION OF SETTING THE DIRECTION - WHOLE SYSTEMS CHANGE PROGRESS UPDATE
FOR INFORMATION UHB Board Meeting: 17 January 2012 IMPLEMENTATION OF SETTING THE DIRECTION - WHOLE SYSTEMS CHANGE PROGRESS UPDATE Report of Paper prepared by Executive Summary Director of Public Health
More informationService Transformation Report. Resource and Performance
SUMMARY REPORT Meeting Date: 31 May 2018 Agenda Item: 9.1 Enclosure Number: 9 Meeting: Trust Board (Part 1) Title: Author: Accountable Director: Other meetings presented to or previously agreed at: Service
More informationNHS Herts Valleys Clinical Commissioning Group Board Meeting November 5 th 2015
NHS Herts Valleys Clinical Commissioning Group Board Meeting November 5 th 2015 Title Locality Committee Reports Q2 2015/16 Agenda Item: 13 Purpose (tick one only) Responsible Director(s) and Job Title
More informationIntegrated heart failure service working across the hospital and the community
Integrated heart failure service working across the hospital and the community Lynne Ruddick Professional Lead (South) British Heart Foundation 31st October 2017 Heart Failure is an epidemic. NICE has
More informationThe 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 informationENCLOSURE: J. Date of Trust Board 29 February Pressure Ulcer Clinical Improvement Programme. Purpose of Report
ENCLOSURE: J Date of Trust Board 29 February 2012 Title of Report Purpose of Report Abstract Pressure Ulcer Clinical Improvement Programme This paper provides a progress report on our work in support of
More informationUrgent Treatment Centres Principles and Standards
Urgent Treatment Centres Principles and Standards July 2017 NHS England INFORMATION READER BOX Directorate Medical Operations and Information Specialised Commissioning Nursing Trans. & Corp. Ops. Commissioning
More information